BEGIN:VCALENDAR VERSION:2.0 PRODID:-//Academy of Management - ECPv6.15.17.1//NONSGML v1.0//EN CALSCALE:GREGORIAN METHOD:PUBLISH X-WR-CALNAME:Academy of Management X-ORIGINAL-URL:https://www.aom.org X-WR-CALDESC:Events for Academy of Management REFRESH-INTERVAL;VALUE=DURATION:PT1H X-Robots-Tag:noindex X-PUBLISHED-TTL:PT1H BEGIN:VTIMEZONE TZID:Europe/Belgrade BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20250330T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20251026T010000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20260329T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20261025T010000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20270328T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20271031T010000 END:STANDARD END:VTIMEZONE BEGIN:VTIMEZONE 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TZOFFSETTO:+0100 TZNAME:IST DTSTART:20270328T010000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0000 TZNAME:GMT DTSTART:20271031T010000 END:DAYLIGHT END:VTIMEZONE BEGIN:VTIMEZONE TZID:UTC BEGIN:STANDARD TZOFFSETFROM:+0000 TZOFFSETTO:+0000 TZNAME:UTC DTSTART:20250101T000000 END:STANDARD END:VTIMEZONE BEGIN:VTIMEZONE TZID:Europe/Podgorica BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20250330T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20251026T010000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20260329T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20261025T010000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20270328T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20271031T010000 END:STANDARD END:VTIMEZONE BEGIN:VEVENT DTSTART;TZID=Europe/Belgrade:20260218T180000 DTEND;TZID=Europe/Belgrade:20260218T200000 DTSTAMP:20260403T193509 CREATED:20260226T045744Z LAST-MODIFIED:20260226T045744Z UID:10000069-1771437600-1771444800@www.aom.org SUMMARY:CAP and Strategic Management Division (STR): STR Europe and the Near East February Edition Virtual Event DESCRIPTION:Organizer\n\n\n\nVeljko Jeremić\, University of Belgrade – Faculty of Organizational Sciences \n\n\n\nDescription\n\n\n\nDear colleagues\, \n\n\n\nWe welcome you to join us for the February edition of STR Europe and the Near East online event\, co-sponsored by the Academy of Management Strategy Division and supported by the Academy of Management Community Accelerator Program. \n\n\n\nThe event’s goal is to promote and advance research across a variety of STR-related topics\, especially among early-career scholars. \n\n\n\nWe hope you join us for an engaging conversation. Please feel free to distribute the call to your PhD students and colleagues. \n\n\n\nKind regards\, Veljko Jeremić\, University of Belgrade – Faculty of Organizational Sciences \n\n\n\nEvent Details\n\n\n\n📅 Wednesday\, February 18 ⏰ 18:00–19:45 (Belgrade\, CET) 📍 Online via Zoom 👉 Register here: https://us06web.zoom.us/webinar/register/WN_O-2jYLOzS62OIy5YcCd83g \n\n\n\nThis event is limited to 300 participants. Session will feature presentations from a range of distinguished speakers\, followed by a Q&A. \n\n\n\nSpeakers\n\n\n\n\nRyan Raimi\, UTD – Naveen Jindal School of Management Presenting the paper “Judgmental Bot: Conversational Agents in Online Mental Health Screening” \n\n\n\nTim Meyer\, University of St. Gallen Presenting the paper “The Impact of Generative AI on Innovation: Evidence from Software Products” \n\n\n\nDanilo Messinese\, IE Business School Presenting the paper “Theorizing with Causal Machines: From Explaining Anomalies to Hypothesis Generation” \n\n\n\nTodd Zenger\, University of Utah – David Eccles School of Business (Strategy Science EIC)\n\n\n\n\nYou can find more information about AOM-CAP here. URL:https://www.aom.org/calendar/cap-and-strategic-management-division-str-str-europe-and-the-near-east-february-edition-virtual-event-2/ CATEGORIES:Event Calendar ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/11/CAP-Logos_Blue-CAP-AOM-Logo-scaled.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260226T210000 DTEND;TZID=America/New_York:20260226T220000 DTSTAMP:20260403T193509 CREATED:20260226T045738Z LAST-MODIFIED:20260226T045738Z UID:10000060-1772139600-1772143200@www.aom.org SUMMARY:Ask an AMR Associate Editor: Developing ideas for AMR DESCRIPTION:Presenter: Mark Bolino \n\n\n\nIn this virtual Ask an AMR AE session\, I will share my experiences in generating novel and interesting research questions for theory papers. I will discuss effective strategies for identifying gaps in the literature\, applying theoretical frameworks\, and developing new theoretical models. I hope to provide valuable insights that will help you approach theory development in innovative ways\, enhancing your own scholarly work. URL:https://www.aom.org/calendar/ask-an-amr-associate-editor-developing-ideas-for-amr/ CATEGORIES:Event Calendar,Journal Workshops,Journals,Review ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amr-ask-an-amr-associate-editor.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/London:20260306T100000 DTEND;TZID=Europe/London:20260306T110000 DTSTAMP:20260403T193509 CREATED:20260225T142516Z LAST-MODIFIED:20260225T142517Z UID:10000013-1772791200-1772794800@www.aom.org SUMMARY:AMP Information Session for Special Issue: Managing Under Political Turbulence DESCRIPTION:Guest Editors:\n\n\n\n\nSrividya Jandhyala\, ESSEC Business School\n\n\n\nGrazia D. Santangelo\, Copenhagen Business School\n\n\n\n\nAMP Associate Editor:\n\n\n\n\nTazeeb Rajwani\, University of Surrey\n\n\n\n\nSession Information\n\n\n\nAcademy of Management Perspectives (AMP) is pleased to announce this virtual information session for the Special Issue (SI) titled “Managing Under Political Turbulence: Practical Solutions for coping with Rising Geopolitical Risk” to be held on Friday\, 6 March 2026\, from 10:00 am to 11:00 am GMT. \n\n\n\nThis information session aims to engage with scholars interested in contributing to the Special Issue. For more details\, the call for papers can be accessed here: \n\n\n\n\nAMP Call for Special Issue Papers: Managing Under Political Turbulence | Academy of Management\n\n\n\n\nDuring this information session\, the editors will outline the requirements for submission to AMP\, share their vision for the SI\, and facilitate a Q&A session. \n\n\n\nPlease note that this information session is purely informational\, and no paper presentations are scheduled for the event. Participation in the session does not guarantee acceptance of the paper to AMP or special preference in the review process \n\n\n\nThe SI adheres to AMP’s rigorous standards. Selected papers in the SI will be scholarly articles focused on important real-world problems that have evidence-based\, actionable insights for managerial practice and policy. AMP articles are not theory-driven. Thus\, writing for AMP differs from writing for traditional academic journals. See the AMP open call for papers here and a recent editorial: \n\n\n\n\nAMP Open Call for Papers | Academy of Management\n\n\n\nMattering Matters: Explaining What Fits at Academy of Management Perspectives | Academy of Management Perspectives URL:https://www.aom.org/calendar/amp-information-session-for-special-issue-managing-under-political-turbulence/ CATEGORIES:Journal Workshops,Journals,Perspectives ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/09/amp_featured_image.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/London:20260306T100000 DTEND;TZID=Europe/London:20260306T110000 DTSTAMP:20260403T193509 CREATED:20260226T045743Z LAST-MODIFIED:20260226T045743Z UID:10000067-1772791200-1772794800@www.aom.org SUMMARY:AMP Information Session for Special Issue: Managing Under Political Turbulence DESCRIPTION:Guest Editors:\n\n\n\n\nSrividya Jandhyala\, ESSEC Business School\n\n\n\nGrazia D. Santangelo\, Copenhagen Business School\n\n\n\n\nAMP Associate Editor:\n\n\n\n\nTazeeb Rajwani\, University of Surrey\n\n\n\n\nSession Information\n\n\n\nAcademy of Management Perspectives (AMP) is pleased to announce this virtual information session for the Special Issue (SI) titled “Managing Under Political Turbulence: Practical Solutions for coping with Rising Geopolitical Risk” to be held on Friday\, 6 March 2026\, from 10:00 am to 11:00 am GMT. \n\n\n\nThis information session aims to engage with scholars interested in contributing to the Special Issue. For more details\, the call for papers can be accessed here: \n\n\n\n\nAMP Call for Special Issue Papers: Managing Under Political Turbulence | Academy of Management\n\n\n\n\nDuring this information session\, the editors will outline the requirements for submission to AMP\, share their vision for the SI\, and facilitate a Q&A session. \n\n\n\nPlease note that this information session is purely informational\, and no paper presentations are scheduled for the event. Participation in the session does not guarantee acceptance of the paper to AMP or special preference in the review process \n\n\n\nThe SI adheres to AMP’s rigorous standards. Selected papers in the SI will be scholarly articles focused on important real-world problems that have evidence-based\, actionable insights for managerial practice and policy. AMP articles are not theory-driven. Thus\, writing for AMP differs from writing for traditional academic journals. See the AMP open call for papers here and a recent editorial: \n\n\n\n\nAMP Open Call for Papers | Academy of Management\n\n\n\nMattering Matters: Explaining What Fits at Academy of Management Perspectives | Academy of Management Perspectives URL:https://www.aom.org/calendar/amp-information-session-for-special-issue-managing-under-political-turbulence-2/ CATEGORIES:Journal Workshops,Journals,Perspectives ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/09/amp_featured_image.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260320T000000 DTEND;TZID=America/New_York:20260320T000000 DTSTAMP:20260403T193509 CREATED:20260226T045738Z LAST-MODIFIED:20260226T045739Z UID:10000061-1773964800-1773964800@www.aom.org SUMMARY:AMD Publishing and Paper Development Workshop\, Nice\, France DESCRIPTION:In-person workshop hosted by EDHEC Business School\, Nice\, France\n\n\n\n\n\n\n\nWorkshop Leaders\n\n\n\n\nC. Chet Miller & Prithviraj Chattopadhyay\, Coeditors\,Academy of Management Discoveries (AMD)\n\n\n\nOther Associate Editors\, Editorial Review Board members\, and Authors from the journal will be in attendance\n\n\n\n\nPurpose\n\n\n\nThis workshop is geared toward all scholars (PhD students\, junior and senior scholars) who are interested in publishing in AMD. In this workshop\, we will work with potential authors to determine whether AMD provides the best fit for their ideas\, and then help them develop well-crafted ideas potentially suitable for submission to the journal. \n\n\n\nAgenda\n\n\n\nTimeSessionRoom9:00-9:30Registration & CoffeeMain Hall9:30-10:45Plenary session:WelcomePublishing in AMD(AMD Co-Editor Chet Miller)Amphitheatre 00210:45-11:15Coffee BreakMain Hall11:15-12:45Breakout Session IAmphitheatres 001 & 00212:45-13:45LunchMain Hall13:45-15:15Breakout Session IIAmphitheatres 001 & 00215:15-15:45Coffee BreakMain Hall15:45-16:45Plenary session:Publishing in AOM JournalsWrap-up and closingAmphitheatre 002\n\n\n\nPlenary sessions\n\n\n\nThe plenary sessions will be geared toward providing general information about publishing in AMD\, such as what makes a successful paper\, the main reasons that papers are rejected\, and strategies for addressing the core challenges that editors and reviewers see in rejected papers. \n\n\n\nSubmission and Registration Information:\n\n\n\nAbstract submission deadline for submitting authors: All participants seeking feedback in the breakout sessions must submit extended abstracts for review by 11:59 p.m. U.S. Eastern Time on 2 February 2026. These extended abstracts should be no longer than four double-spaced pages and convey the essence of the research questions\, the pertinent research that is missing from existing literature\, proposed/actual empirical methods\, and expected/actual empirical findings. \n\n\n\nThe extended abstracts should be submitted using this link: https://form.jotform.com/253484046923158 \n\n\n\nBreakout sessions and Workshop instructions\n\n\n\nIn each breakout group\, four to six participants will be paired with a facilitator with editorial experience at AMD (a Coeditor or Associate Editor from the journal). See the overview below. Each person whose work is accepted for a breakout session should prepare and bring 10 printed copies of a 1-page summary that describes the research question\, methods for empirical exploration\, and expected/actual findings. Each participant also should prepare a 2-minute presentation in which to present a brief overview of their idea\, and why they believe the paper fits the AMD mission. The facilitator will then lead a discussion (30 minutes per paper) on the fit of that idea for the journal\, and how it can be developed further to enhance the potential for success. The process of giving and receiving feedback by everyone in a breakout group also will help participants get a better understanding of how to craft ideas into manuscripts for AMD. The template reviewers are encouraged to use for AMD submissions may be found here: AMD reviewer template. To enable participants in your breakout group to prepare for your presentation\, you may also share your extended abstract within your breakout group ahead of the PDW using the email list provided.  \n\n\n\nLocation Information\n\n\n\nEDHEC Business School is located close to Nice city center and Nice Airport\, at Promenade des Anglais 393. The building is wheelchair accessible. All plenary and breakout sessions are held at the ground-floor\, rooms 001 and 002. Participants are encouraged to travel by public transport. Public parking is available at Q-Park Arénas Cassin – aéroport de Nice. \n\n\n\nHotel lodgings located near EDHEC Nice\n\n\n\nThe EDHEC building is located near Nice city center and Nice Airport and is close to numerous hotels. Nearby options include: \n\n\n\n\nSheraton Nice\, Aeroporthttps://www.marriott.com/fr/hotels/ncesi-sheraton-nice/overview/\n\n\n\n\n\nOther hotels in the areahttps://www.nice.aeroport.fr/en/guide/local-hotels URL:https://www.aom.org/calendar/amd-publishing-and-paper-development-workshop-nice-france/ CATEGORIES:Discoveries,Event Calendar,Journal Workshops,Journals ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amd_pdw.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260323T100000 DTEND;TZID=America/New_York:20260323T110000 DTSTAMP:20260403T193509 CREATED:20260226T045739Z LAST-MODIFIED:20260226T045739Z UID:10000062-1774260000-1774263600@www.aom.org SUMMARY:Ask an AMR Associate Editor: Responding to AMR Reviewers DESCRIPTION:Presenters: Kristie Rogers\, Christy Shropshire\, and Mark Bolino \n\n\n\nThis virtual “Ask an AMR AE’ session outlines a framework with suggested practices for effectively responding to AMR reviewer comments during the revision process. We will discuss recommendations for crafting thoughtful responses and the importance of maintaining professionalism and clarity when engaging with reviewers. Whether you’re a seasoned author or new to the AMR publication process\, this Ask an AMR AE session will offer valuable tools to navigate the revision stage with confidence. URL:https://www.aom.org/calendar/ask-an-amr-associate-editor-responding-to-amr-reviewers/ CATEGORIES:Event Calendar,Journal Workshops,Journals,Review ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amr-ask-an-amr-associate-editor.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Toronto:20260327T090000 DTEND;TZID=America/Toronto:20260327T180000 DTSTAMP:20260403T193509 CREATED:20260225T060844Z LAST-MODIFIED:20260225T060845Z UID:10000012-1774602000-1774634400@www.aom.org SUMMARY:Joint AMD\, AMLE\, AMP Paper Development Workshop\, Ontario\, Canada DESCRIPTION:In-person Paper Development Workshop hosted by Ivey Business School\, Western University\n\n\n\n\n\n\n\nAcademy of Management Perspectives (AMP)\, Academy of Management Discoveries (AMD)\, and Academy of Management Learning and Education (AMLE) are pleased to partner with the Ivey Business School (Ivey) and Western University (Western) to host an in-person Paper Development Workshop (PDW)\, to be held on the London\, ON campus\, on Friday\, 27 March 2026\, from 9:00 – 17:00 local time\, followed by a reception. \n\n\n\nPDW attendees will meet members of the three editorial teams and participate in breakout sessions and plenaries that enhance understanding of how to publish in AMP\, AMD\, and AMLE. \n\n\n\nRegistrants are not required to submit a proposal to attend the PDW. However\, those who wish to obtain individualized feedback on their specific research idea must submit a proposal at the time of registration. Proposals must indicate the target journal (AMP\, AMD\, or AMLE) and contain 3-4 pages that clearly and concisely detail the research idea. Please carefully review the mission and author guidelines on your focal journal’s website and clearly specify in the proposal how your research fits within these guidelines. Applicants will receive notice of acceptance of proposals by no later than 6 March 2026. \n\n\n\nPlease note that participation in the workshop does not guarantee acceptance of the paper to AMP\, AMD\, or AMLE or special preference in the review process. \n\n\n\nRegistration Information\n\n\n\nThere is a nonrefundable US$50 registration fee. Payment must be completed by 11 March 2026 or registration will be cancelled. If a coauthor plans to attend\, each coauthor is required to register separately. \n\n\n\nTo attend\, please register no later than 27 February 2026. \n\n\n\nPDW Timeline\n\n\n\n\nRegistration and Proposal Submission Deadline: 27 February 2026 (payment is not required at the time of registration)\n\n\n\nProposal Acceptance Decision: 6 March 2026\n\n\n\n\nAccommodation and Logistics\n\n\n\nBreakfast\, lunch\, coffee breaks\, and a closing reception on 27 March are included in the registration fee. Travel and accommodation\, if needed\, are not. Travel suggestions and reasonable hotel options will be provided to those who register. Any questions about accommodations or logistics should be directed to Oana Branzei\, cc-ing her faculty assistant Sara Musa. \n\n\n\nTentative Agenda\n\n\n\nWe have planned a full and exciting agenda\, as follows (subject to change): \n\n\n\n8:00-9:00Registration and Breakfast9:00-9:15Welcome by Dean Julian Birkinshaw9:15-9:30Agenda and Introductions9:30-10:30Opening PanelJournal overviews. AMP\, AMD & AMLE10:30-11:00Coffee Break11:00-12:30Morning Breakouts and PlenariesExperienced scholars with accepted proposals will be assigned to journal-specific breakout sessions to receive focused feedback. Other experienced scholars in attendance are encouraged to join a breakout session. Less experienced scholars should attend one of the following plenaries:Plenary 1a: A beginner’s guide to writing for AMPPlenary 1b: A beginner’s guide to writing for AMDPlenary 1c: A beginners guide to writing for AMLE                      12:30-13:30Lunch13:30-15:00Afternoon Breakouts and PlenariesLess experienced scholars with accepted proposals will be assigned to journal-specific breakout sessions to receive focused feedback. Other less-experienced scholars in attendance are encouraged to join a breakout session. Experienced scholars should attend one of the following plenaries:Plenary 2a: An advanced guide to writing for AMPPlenary 2b: An advanced guide to writing for AMDPlenary 2c: An advanced guide to writing for AMLE                      15:00-15:30Coffee Break15:30-17:00Closing PlenaryWhat research matters to managers and how can scholars and practitioners work together to provide it?17:00-18:00Reception\n\n\n\nWe look forward to seeing you and helping you to develop your work! URL:https://www.aom.org/calendar/joint-amd-amle-amp-paper-development-workshop-ontario-canada/ CATEGORIES:Discoveries,Journal Workshops,Journals,Learning & Education,Perspectives ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2026/01/AMD-AMLE-AMR-Joint-Workshop-1.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/Paris:20260414T093000 DTEND;TZID=Europe/Paris:20260414T190000 DTSTAMP:20260403T193509 CREATED:20260226T045346Z LAST-MODIFIED:20260226T045347Z UID:10000034-1776159000-1776193200@www.aom.org SUMMARY:AMR Idea Development Workshop\, France DESCRIPTION:Submission Deadline: 15 February 2026 \n\n\n\nRegistration Deadline: 31 March 2026 \n\n\n\n\nRegister for the Workshop\n\n\n\n\n\n\n\n\nPurpose and Agenda\n\n\n\nThis idea development workshop (IDW) is primarily geared toward early career researchers (e.g.\, assistant professors and postdoctoral fellows) and PhD students who are interested in publishing in AMR—the highest-ranked journal publishing conceptual and theoretical manuscripts. This IDW is open to anyone though we will give preference to individuals from institutions in Europe. This workshop is designed to help participants develop great ideas that are the foundation for well-crafted manuscripts suitable for submission to AMR. \n\n\n\nThe workshop has two parts. Participants can apply to participate in the first part (morning session) only or to participate in the first and second parts (morning and afternoon sessions).  \n\n\n\nIn the first part\, we will provide information about publishing in AMR. The AMR team will discuss what makes a successful AMR paper\, why papers are rejected\, and how to address the core challenges often seen in rejected papers. \n\n\n\nIn the second part\, we offer roundtable discussions of participants’ ideas for papers to be submitted to AMR. We will match participants with a facilitator such as an Associate Editor or Editorial Board member\, who will discuss and provide feedback on these ideas. Participation in this part of the workshop is limited.  \n\n\n\nRegistration Information \n\n\n\nApplication is required for all participants and the deadline to apply is 15 February 2026. To participate in the roundtable discussions of theory ideas in the afternoon\, please submit a 350-word abstract of your theoretical or conceptual idea. \n\n\n\nIDW Timeline\n\n\n\n\nSubmission Deadline: 15 February 2026\n\n\n\nAcceptance to IDW Decision: 15 March 2026\n\n\n\nRegistration and Payment Required*: 31 March 2026\n\n\n\nAttending morning session only: US$20.00\n\n\n\nAttending morning and afternoon sessions: US$40.00 (lunch included)\n\n\n\n\n*IDW nonrefundable registration fee for accepted workshop participants. \n\n\n\nPlease note: \n\n\n\n\nSubmitting a proposal does not guarantee acceptance to the workshop.\n\n\n\nAn accepted proposal does not guarantee acceptance of the associated full-text manuscript to AMR and does not provide special preference in the review process.\n\n\n\nThe registration fee is nonrefundable. Paid registrations may be transferred to another member of the accepted author’s team.\n\n\n\n\nPre-Workshop Activities\n\n\n\nPlease read these From the Editors’ essays prior to submitting your abstract. \n\n\n\n\nCornelissen\, J. (2017). From the Editors: Developing propositions\, a process model or a typology? Addressing the challenges of writing theory without a boilerplate. Academy of Management Review\, 42(1)\, 1-9. https://doi.org/10.5465/amr.2016.0196.\n\n\n\nCampbell\, J.T. & Aguilera\, R.V. 2022. From the Editors: Why I rejected your paper: Common pitfalls in writing theory papers and how to avoid them. Academy of Management Review\, 47(4). https://doi.org/10.5465/amr.2022.0331.\n\n\n\nThatcher\, S.M.B. & Fisher\, G. 2022. From the Editor: The nuts and bolts of writing a theory paper: A practical guide to getting started. Academy of Management Review\, 47(1): 1-8. https://doi.org/10.5465/amr.2021.0483. URL:https://www.aom.org/calendar/amr-idea-development-workshop-france/ CATEGORIES:Event Calendar,Journal Workshops,Journals,Review ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amr_idw.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/Rome:20260417T093000 DTEND;TZID=Europe/Rome:20260417T180000 DTSTAMP:20260403T193509 CREATED:20260226T045731Z LAST-MODIFIED:20260226T045732Z UID:10000051-1776418200-1776448800@www.aom.org SUMMARY:AMR Idea Development Workshop\, Milan\, Italy DESCRIPTION:Submission Deadline: 15 February 2026 \n\n\n\nRegistration Deadline: 31 March 2026 \n\n\n\n\nRegister for the Workshop\n\n\n\n\n\n\n\n\nPurpose and Agenda\n\n\n\nThis idea development workshop (IDW) is primarily geared toward early career researchers (e.g.\, assistant professors and postdoctoral fellows) and PhD students who are interested in publishing in AMR—the highest-ranked journal publishing conceptual and theoretical manuscripts. This IDW is open to anyone though we will give preference to individuals from institutions in Europe. This workshop is designed to help participants develop great ideas that are the foundation for well-crafted manuscripts suitable for submission to AMR. \n\n\n\nThe workshop has two parts. Participants can apply to participate in the first part (morning session) only or to participate in the first and second parts (morning and afternoon sessions). \n\n\n\nIn the first part\, we will provide information about publishing in AMR. The AMRteam will discuss what makes a successful AMR paper\, why papers are rejected\, and how to address the core challenges often seen in rejected papers. \n\n\n\nIn the second part\, we offer roundtable discussions of participants’ ideas for papers to be submitted to AMR. We will match participants with a facilitator such as an Associate Editor or Editorial Board member\, who will discuss and provide feedback on these ideas. Participation in this part of the workshop is limited. \n\n\n\nRegistration Information \n\n\n\nApplication is required for all participants and the deadline to apply is 15 February 2026. To participate in the roundtable discussions of theory ideas in the afternoon\, please submit a 350-word abstract of your theoretical or conceptual idea. \n\n\n\nIDW Timeline\n\n\n\n\nSubmission Deadline: 15 February 2026\n\n\n\nAcceptance to IDW Decision: 15 March 2026\n\n\n\nRegistration and Payment Required*: 31 March 2026\n\n\n\nAttending morning session only: US$20.00\n\n\n\nAttending morning and afternoon sessions: US$40.00 (lunch included)\n\n\n\n\n*IDW nonrefundable registration fee for accepted workshop participants. \n\n\n\nPlease note: \n\n\n\n\nSubmitting a proposal does not guarantee acceptance to the workshop.\n\n\n\nAn accepted proposal does not guarantee acceptance of the associated full-text manuscript to AMR and does not provide special preference in the review process.\n\n\n\nThe registration fee is nonrefundable. Paid registrations may be transferred to another member of the accepted author’s team.\n\n\n\n\nPre-Workshop Activities\n\n\n\nPlease read these From the Editors’ essays prior to submitting your abstract. \n\n\n\n\nCornelissen\, J. (2017). From the Editors: Developing propositions\, a process model or a typology? Addressing the challenges of writing theory without a boilerplate. Academy of Management Review\, 42(1)\, 1-9. https://doi.org/10.5465/amr.2016.0196\n\n\n\nCampbell\, J.T. & Aguilera\, R.V. 2022. From the Editors: Why I rejected your paper: Common pitfalls in writing theory papers and how to avoid them. Academy of Management Review\, 47(4). https://doi.org/10.5465/amr.2022.0331.\n\n\n\nThatcher\, S.M.B. & Fisher\, G. 2022. From the Editor: The nuts and bolts of writing a theory paper: A practical guide to getting started. Academy of Management Review\, 47(1): 1-8. https://doi.org/10.5465/amr.2021.0483. URL:https://www.aom.org/calendar/amr-idea-development-workshop-milan-italy/ CATEGORIES:Event Calendar,Journal Workshops,Journals,Review ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amr_idw.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260505T100000 DTEND;TZID=America/New_York:20260505T110000 DTSTAMP:20260403T193509 CREATED:20260226T045739Z LAST-MODIFIED:20260226T045740Z UID:10000063-1777975200-1777978800@www.aom.org SUMMARY:Ask an AMR Associate Editor: Writing with Clarity\, Coherence\, and Conciseness DESCRIPTION:Presenter: Kris Byron \n\n\n\nLearn more about clear\, coherent and concise writing techniques. In this session\, Kris Byron\, editor of AMR\, will offer tips and answer questions about how to improve your academic writing skills. URL:https://www.aom.org/calendar/ask-an-amr-associate-editor-writing-with-clarity-coherence-and-conciseness-2/ CATEGORIES:Event Calendar,Journal Workshops,Journals,Review ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amr-ask-an-amr-associate-editor.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/Amsterdam:20260515T000000 DTEND;TZID=Europe/Amsterdam:20260515T000000 DTSTAMP:20260403T193509 CREATED:20260226T045742Z LAST-MODIFIED:20260226T045742Z UID:10000066-1778803200-1778803200@www.aom.org SUMMARY:AMLE Paper Idea Development Workshop\, Amsterdam\, The Netherlands DESCRIPTION:In-person Paper Idea Development Workshop hosted by Vu Amsterdam\n\n\n\n\n\n\n\nRegistration\, submission of an extended abstract (500 words)\, and commitment to attend are required for all participants. \n\n\n\nLed By\n\n\n\nDirk Lindebaum\, AMLE Editor-in-Chief\, and members of the current editorial team \n\n\n\nAbout AMLE\n\n\n\nAcademy of Management Learning & Education (AMLE) is rated as 4* in the UK CABS list and A* in the Australian Business Deans’ Council list of journals. The journal’s main emphasis is on theoretical debates about management learning and education\, and the business of business schools. For more details\, please consult these editorials: (Caza\, Harley\, Coraiola\, Lindebaum\, & Moser\, 2024; Coraiola & Caza\, 2025; Lindebaum\, 2024). \n\n\n\nFurther information: This is an idea-based PDW\, not a full paper PDW. Please submit your idea-based extended abstract when you register\, no later than 10 April 2026. \n\n\n\nReferences\n\n\n\nCaza\, A.\, Harley\, B.\, Coraiola\, D. M.\, Lindebaum\, D.\, & Moser\, C. 2024. What Is a Contribution and How Can You Make One at AMLE? Academy of Management Learning & Education\, 23(4): 523–528. \n\n\n\nCoraiola\, D. M. & Caza\, A. 2025. Publishing Impactful Literature Reviews in AMLE. Academy of Management Learning & Education\, 24(1): 9–17. \n\n\n\nLindebaum D. 2024. Management Learning and Education as “Big Picture” Social Science. Academy of Management Learning & Education 23(1): 1–7. URL:https://www.aom.org/calendar/amle-paper-development-workshop-amsterdam-the-netherlands/ CATEGORIES:Journal Workshops,Journals,Learning & Education ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2026/01/amle_idw.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/Vilnius:20260520T000000 DTEND;TZID=Europe/Vilnius:20260522T000000 DTSTAMP:20260403T193509 CREATED:20260226T045737Z LAST-MODIFIED:20260226T045738Z UID:10000059-1779235200-1779408000@www.aom.org SUMMARY:24th Annual Baltic Management Development Association (BMDA) Conference\, Lithuania DESCRIPTION:For over two decades\, the BMDA Conference has brought together an inspiring community of business leaders\, academics\, researchers\, innovators\, and ecosystem builders. \n\n\n\nThe three-day conference will feature a rich mix of keynotes\, interactive discussions\, breakout sessions\, and site visits\, all designed to strengthen collaboration betweenbusiness and academia. \n\n\n\nParticipants will explore emerging trends\, share best practices\, and engage in inspiring conversations that spark new ideas\, partnerships\, and project opportunities. \n\n\n\nThe conference will conclude with a festive Gala Dinner\, celebrating the BMDA community\, honoring tradition\, and highlighting excellence through the BMDAAwards ceremony—a moment to recognize outstanding contributions and strengthen our shared sense of belonging. \n\n\n\nIT IS NOT JUST A CONFERENCE — IT’S A NETWORK AND A TRADITION URL:https://www.aom.org/calendar/24th-annual-baltic-management-development-association-bmda-conference-lithuania-2/ ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/11/CAP-Logos_Blue-CAP-AOM-Logo-scaled.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260520T000000 DTEND;TZID=America/New_York:20260522T235959 DTSTAMP:20260403T193509 CREATED:20260106T135749Z LAST-MODIFIED:20260130T163557Z UID:10000001-1779235200-1779494399@www.aom.org SUMMARY:CAP - 24th Annual Baltic Management Development Association (BMDA) Conference\, Lithuania DESCRIPTION:For over two decades\, the BMDA Conference has brought together an inspiring community of business leaders\, academics\, researchers\, innovators\, and ecosystem builders. \n\n\n\nThe three-day conference will feature a rich mix of keynotes\, interactive discussions\, breakout sessions\, and site visits\, all designed to strengthen collaboration betweenbusiness and academia. \n\n\n\nParticipants will explore emerging trends\, share best practices\, and engage in inspiring conversations that spark new ideas\, partnerships\, and project opportunities. \n\n\n\nThe conference will conclude with a festive Gala Dinner\, celebrating the BMDA community\, honoring tradition\, and highlighting excellence through the BMDAAwards ceremony—a moment to recognize outstanding contributions and strengthen our shared sense of belonging. \n\n\n\nIT IS NOT JUST A CONFERENCE — IT’S A NETWORK AND A TRADITION URL:https://www.aom.org/calendar/24th-annual-baltic-management-development-association-bmda-conference-lithuania/ LOCATION:Vilnius\, Kaunas\, Alytus\, Lithuania\, Lithuania CATEGORIES:Event Calendar ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/11/CAP-Logos_Blue-CAP-AOM-Logo-scaled.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/Dublin:20260526T000000 DTEND;TZID=Europe/Dublin:20260527T235959 DTSTAMP:20260403T193509 CREATED:20260302T210046Z LAST-MODIFIED:20260303T192653Z UID:10000005-1779753600-1779926399@www.aom.org SUMMARY:AACSB and AOM Research Impact Conference\, Dublin\, Ireland DESCRIPTION:Content is protected. URL:https://www.aom.org/calendar/aacsb-and-aom-research-impact-conference-dublin-ireland/2026-05-26/ LOCATION:UCD College of Business\, Lochlann Quinn School of Business\, University College Dublin\, Dublin\, Belfield\, D04 V1W8\, Ireland END:VEVENT BEGIN:VEVENT DTSTART;TZID=UTC:20260528T000000 DTEND;TZID=UTC:20260529T000000 DTSTAMP:20260403T193509 CREATED:20260226T045734Z LAST-MODIFIED:20260226T045734Z UID:10000053-1779926400-1780012800@www.aom.org SUMMARY:CAP Silk Road Workshop\, Almaty\, Kazakhstan DESCRIPTION:The Academy of Management’s Community Accelerator Program (CAP) is pleased to launch The Silk Road Initiative\, a new effort designed to foster deeper scholarly engagement with emerging academic communities along the historic Silk Road corridor. \n\n\n\nAbout the Workshop\n\n\n\nThis in-person\, two-day workshop will be held at Narkhoz University and KIMEP University\, bringing together editors from all Academy of Management journals along with scholars and doctoral students from across Central Asia. The workshop aims to serve as a platform for knowledge exchange\, capacity building\, and the elevation of management research from and about the region. \n\n\n\nWorkshop Program\n\n\n\n\n28 May (Afternoon) – Plenary Session at Narkhoz UniversityAn open plenary featuring editors from participating AOM journals. Local faculty and PhD students are warmly invited. This session will highlight the importance of research originating from emerging and developing economies—especially Central Asia—and its potential to advance management theory\, empirical scholarship\, education\, and practice. Editors will share insights on publishing in top-tier journals and engaging global audiences through context-rich research.\n\n\n\n29 May (Full Day) – Journal Roundtables & Joint Plenary Q&A at KIMEP UniversityEach AOM journal will host an interactive roundtable discussion offering guidance on research development\, manuscript preparation\, and navigating the review process. The program will open and/or conclude with a joint plenary Q&A\, bringing together editors\, scholars\, and participants for shared reflection\, dialogue\, and community building.\n\n\n\n\nWe warmly welcome others who wish to get involved. If you are interested\, please reach out to CAP@aom.org. You can also find more information about AOM-CAP here. URL:https://www.aom.org/calendar/cap-silk-road-workshop-almaty-kazakhstan/ CATEGORIES:Event Calendar ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/11/CAP-Logos_Blue-CAP-AOM-Logo-scaled.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/Podgorica:20260603T000000 DTEND;TZID=Europe/Podgorica:20260606T000000 DTSTAMP:20260403T193509 CREATED:20260226T045737Z LAST-MODIFIED:20260226T045737Z UID:10000058-1780444800-1780704000@www.aom.org SUMMARY:8th International Conference on Management and Organization (ICMO 2026)\, Pržno\, Montenegro DESCRIPTION:ICMO 2026: Sustainability by Design – Rethinking Strategy\, People & Digital Futures\n\n\n\nThe Montenegrin Academy of Management (MAOM)\, together with the Slovenian Academy of Management (SAM)\, the Croatian Academy of Management (CroAM)\, and the Faculty of Economics Podgorica\, University of Montenegro\, announces the 8th International Conference on Management and Organization (ICMO 2026): Sustainability by Design – Rethinking Strategy\, People & Digital Futures. \n\n\n\nTaking place on 3-6 June 2026 at the seaside Hotel Maestral Resort\, Pržno (near Sveti Stefan and a short drive from Kotor)\, Montenegro\, the conference explores how sustainability can be intentionally embedded into strategic decision-making\, human-centered work design\, and digital transformation. Supported by the Academy of Management\, ICMO 2026 will feature AOM community sessions\, research workshops\, a doctoral colloquium\, practitioner engagement\, and multiple opportunities for networking and collaboration. \n\n\n\nResearchers and practitioners are invited to submit extended abstracts or full papers addressing sustainability-related challenges across strategy\, people\, digital futures\, governance\, innovation\, and organizational design. \n\n\n\nMore details coming soon at MAOM.org and on the MAOM LinkedIn page. URL:https://www.aom.org/calendar/8th-international-conference-on-management-and-organization-icmo-2026-przno-montenegro/ CATEGORIES:Event Calendar ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/11/CAP-Logos_Blue-CAP-AOM-Logo-scaled.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260610T000000 DTEND;TZID=America/New_York:20260612T235959 DTSTAMP:20260403T193509 CREATED:20260323T192021Z LAST-MODIFIED:20260323T192022Z UID:10001816-1781049600-1781308799@www.aom.org SUMMARY:CAP: 20th International Symposium on Organizational Sciences - SymOrg 2026 DESCRIPTION:Content is protected. URL:https://www.aom.org/calendar/cap-20th-international-symposium-on-organizational-sciences-symorg-2026/ LOCATION:Kopaonik\, Serbia\, Kopaonik\, Serbia CATEGORIES:Academic Associations,Community Accelerator Program (CAP),Event Calendar ORGANIZER;CN="University of Belgrade - Faculty of Organisational Sciences":MAILTO:dekanat@fon.bg.ac.rs END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260731T000000 DTEND;TZID=America/New_York:20260804T000000 DTSTAMP:20260403T193509 CREATED:20260226T040810Z LAST-MODIFIED:20260226T040810Z UID:10000016-1785456000-1785801600@www.aom.org SUMMARY:86th Annual Meeting of the Academy of Management (AOM 2026) DESCRIPTION:The Annual Meeting of the Academy of Management is the premier event for scholarly engagement\, and the largest gathering of management and organization scholars in the world. \n\n\n\n\n\n\n\nThe AOM community will gather in Philadelphia\, Pennsylvania for the 86th Annual Meeting of the Academy of Management (AOM 2026). Known as the “Birthplace of America\,” Philadelphia offers a perfect blend of rich history\, vibrant neighborhoods\, and world-class dining—all within a walkable\, transit-friendly city. \n\n\n\nPhiladelphia—the host city for the 2026 Annual Meeting—is poised to connect the AOM community in the heart of the East Coast with iconic landmarks such as Independence Hall\, the Liberty Bell\, and the scenic Delaware River waterfront. \n\n\n\nVisit the Annual Meeting section and the AOM 2026: Philadelphia page for updates and information as it becomes available. URL:https://www.aom.org/calendar/aom-2026-annual-meeting/ CATEGORIES:Event Calendar ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/AOM-2026-Full_1000x750px-1.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260901T000000 DTEND;TZID=America/New_York:20260930T000000 DTSTAMP:20260403T193509 CREATED:20260226T045347Z LAST-MODIFIED:20260226T045347Z UID:10000035-1788220800-1790726400@www.aom.org SUMMARY:AMP Call for Special Issue Papers: Managing Under Political Turbulence DESCRIPTION:Submission Deadline: 30 September 2026 \n\n\n\n\nSubmit via the AMP Manuscript Central Site\n\n\n\n\nGuest Editors:\n\n\n\n\nJonathan Doh\, Villanova University\n\n\n\nSrividya Jandhyala\, ESSEC Business School\n\n\n\nYadong Luo\, University of Miami\n\n\n\nGrazia D. Santangelo\, Copenhagen Business School\n\n\n\n\nAMP Associate Editor:\n\n\n\n\nTazeeb Rajwani\, University of Surrey\n\n\n\n\nBackground\n\n\n\nPolitical turbulence is on the rise\, as evidenced most dramatically in violent conflicts (e.g.\, wars\, terrorism attacks)\, volatile political transitions (e.g.\, dramatic regime change\, cuts to government employees\, new geopolitical alliances\, coups)\, and geopolitical tensions (e.g.\, trade wars\, democratic backsliding\, sanctions). This escalated political turbulence exacerbates geopolitical risks for organizations and their stakeholders.1 How should they handle it? \n\n\n\nWhether anticipatory (e.g.\, fear of cyberattacks) or actual (e.g.\, ongoing trade wars\, competition over territories)\, rising geopolitical risks affect organizations in many ways.2 The rise of techno-nationalism\,3 driven by national security and ideological concerns\, challenges the resilience of global technology supply chains. With the rapid development of AI comes misinformation and disinformation that further aggravate political tensions and ideologies. Tariffs\, sanctions\, and protectionist trade restrictions bring escalating compliance risks. Rising populist sentiment drives immigration restrictions and is creating a shortage of high-skill talent for MNEs.4 \n\n\n\nPolitical turbulence has long been a strategic consideration in some sectors such as energy and defense\, but it is now affecting organizations in nearly all sectors\,5 both at home and abroad. At home\, organizations encounter scrutiny from civil society for their operations in countries with questionable international standing.6 Abroad\, they may face interventions by host country governments that vary with their country of origin or type of ownership.  All of this presents considerable challenges for managers and their organizations. \n\n\n\nThis special issue aims to provide actionable\, evidence-based insights that clearly and credibly guide managers and their organizations in navigating the political turbulence that increasingly characterizes the international\, national\, and subnational landscape. We seek to fill in the “glaring white space” of how organizations can best operate under political turbulence\, providing robust insights on which practitioners and policy makers can rely. \n\n\n\nPlease note that AMP’s mission and format differ from many other leading academic journals. AMP papers are managerially driven\, not theory driven. Successful submissions clearly define the managerial issue from the outset and make a compelling case for its importance. They do not simply tack managerial implications onto a standard academic study. Rather\, AMP papers evidence actionable insights that can credibly guide managerial behavior and influence policy decisions. We strongly encourage potential authors to review AMP’s guidelines before submission. Note that we also welcome Practitioner Perspectives essays and Constructive Confrontations papers for this special issue. Guidance for all formats is on our website. \n\n\n\nScope and Open-Ended Research Questions\n\n\n\nFor this special issue\, we welcome rigorous and insightful submissions that address a broad range of political turbulences associated with various adverse events that disrupt organizations\, such as national security clashes\, trade conflicts\, territorial wars\, terrorism\, misinformation\, removal of government officials\, reductions in civil liberties\, etc. Our focus is on providing actionable\, evidence-based insights of how organizations and managers can best comprehend\, influence\, internalize\, adapt\, or mitigate the political risks associated with these changes. Such insights can address firms’ efforts to influence politics and respond to political turbulence\, as well as the impact of political turbulence on firms\, their employees\, and other stakeholders. \n\n\n\nBelow we provide a set of open-ended questions to evoke topics germane to this special issue. These are starting points and are neither comprehensive nor exclusive\, but they’re a good start! \n\n\n\nUnderstanding Different Types and Forms of Political Turbulence. Scholars have distinguished between political risk and uncertainty. Is this classification scheme effective at helping managers understand political turbulence and how to act upon it? Are there better frameworks? \n\n\n\nRethinking Corporate Political Strategies. How should firms integrate corporate political activities (e.g.\, bridging\, lobbying\, alliance-building\, campaigning\, political contributions\, regulatory engagement) to best navigate different types of political turbulence? How should firms address covert political activities (e.g. bribery\, misinformation\, deep fakes)? Which strategies best enable firms to balance global and local political pressures? How should firms deploy corporate diplomacy and activism in an increasingly polarized environment? \n\n\n\nReorganizing and Realigning Geographically Diversified Operations. How can organizations from various regions\, countries\, and sectors respond and adapt to rapid and often unforeseen political change? How can managers prepare for and be more resilient in the face of these changes? Which organizational structures best support flexibility and resilience in uncertain environments? How should leaders determine which operations to decouple or restructure? \n\n\n\nManaging Stakeholder Nationalism. Nationalist sentiment can influence consumer and shareholder behavior and penalize organizations for their political stands and countries of origin. Under what conditions should organizations disengage from\, reduce\, or change their political activities? Which strategies can organizations adopt to avoid being perceived as political actors? \n\n\n\nThe Role of New Technologies. What are the best ways to use AI\, blockchain\, and other digital technologies and intelligence to inform decision-making and improve risk management in a politically turbulent environment? Can firms use such technologies for regulatory compliance and operational agility at the same time? Which new methods (e.g.\, AI/machine learning\, field experience\, political training) are best suited to providing an early warning system? What are the trade-offs between quality of insights versus cost of development for such systems? \n\n\n\nManaging Corporate Innovation. Groundbreaking innovation often requires combining knowledge and innovation from different sources and locations. How can organizations preserve innovation opportunities despite the increased national security focus? How should organizations evaluate the trade-offs in local versus global efforts in innovation? Which strategies allow them to exploit innovations in new technologies such as AI\, quantum computing\, and biotechnology while balancing regulatory/political obligations? \n\n\n\nNavigating the Race for Talent. The knowledge and social capital of highly skilled migrant workers provides critical insights and valuable connections across borders. Yet political turbulence fosters a populism sentiment that drives anti-immigration policies. How should firms manage talent across borders under these conditions? \n\n\n\nWe welcome both conceptual and empirical papers that are grounded in rigorous analysis and directly evidence specific and significant managerial and policy actions. We welcome accounts of embodied\, lived experiences of specific political turbulence and the use of reflexive methodologies. Quantitative analyses of large databases\, qualitative comparative analyses\, and extensive data analysis using linguistic programs and algorithms are also fair game. In short\, we want papers that prove what can or does work in ways that managers and policymakers can use. \n\n\n\nDeadline\, Submission\, and Review Process\n\n\n\nThe final deadline is 30 September 2026 at 23:59 ET (DST+1\, UTC-4). All submissions must be uploaded to the AMP Manuscript Central website between 1 September 2026 and 30 September 2026\, inclusive. \n\n\n\nAll papers will be reviewed according to the current policies of Academy of Management Perspectives. AMP papers should be grounded in robust empirical evidence or conceptual frameworks\, address relevant real-world managerial and policy issues\, offer actionable insights\, avoid theory fetish\, and be written in a style accessible to non-specialists and practitioners. \n\n\n\nWe intend to host a Paper Development Workshop for selected authors to further develop their manuscripts. Participation in this workshop is neither a guarantee nor a prerequisite for publication.  \n\n\n\nEndnotes\n\n\n\n1. G.K. Adarkwah\, S. Dorobantu\, C.A. Sabel\, and F. Zilja\, “Geopolitical Volatility and Subsidiary Investments\,” Strategic Management Journal 45\, no. 11 (2024): 2275–2306. \n\n\n\n2. P. Sun\, J.P. Doh\, T. Rajwani\, and D. Siegel\, “Navigating Cross-Border Institutional Complexity: A Review and Assessment of Multinational Nonmarket Strategy Research\,” Journal of International Business Studies 52\, no. 9 (2021): 1818–53. \n\n\n\n3. Y. Luo\, “Illusions of Techno-Nationalism\,” Journal of International Business Studies 53\, no. 3 (2021): 550–67. \n\n\n\n4. D. Nayak\, S. Moreira\, and R. Mudambi\, “Restrictive Immigration Policies and MNE Innovation\,” Journal of International Business Studies 56\, no. 1 (2025): 84–104. \n\n\n\n5. S. Jandhyala\, The Great Disruption: How Geopolitics Is Changing Companies\, Managers\, and Work (Cambridge: Cambridge University Press\, 2025). \n\n\n\n6. M. Mol\, L. Rabbiosi\, and G. Santangelo\, “Should I Stay or Should I Go? How Danish MNEs in Russia Respond to a Geopolitical Shift\,” AIB Insights 23\, no. 1 (2023)\, https://doi.org/10.46697/001c.68337. URL:https://www.aom.org/calendar/amp-call-for-special-issue-papers-managing-under-political-turbulence/ CATEGORIES:Call for Submissions,Event Calendar,Journals,Perspectives ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amp_cfp.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=UTC:20261101T000000 DTEND;TZID=UTC:20261214T235959 DTSTAMP:20260403T193509 CREATED:20260226T045734Z LAST-MODIFIED:20260306T183907Z UID:10000054-1793491200-1797292799@www.aom.org SUMMARY:AMLE Call for Special Issue Papers: Rethinking Business School Structures\, Standards\, and Success for Neuroinclusive Management Learning and Education DESCRIPTION:This Call for Papers is available to download in these languages:\n\n\n\n\nChinese\n\n\n\nEnglish\n\n\n\nHindi\n\n\n\nSpanish\n\n\n\n\n\nGuest Editors\n\n\n\n\nMiriam Moeller (she/her)\, University of Queensland (Australia)\n\n\n\nDana L. Ott (she/her)\, University of Otago (New Zealand)\n\n\n\nMatevž (Matt) Rašković\, (he/him) University of Technology Auckland (New Zealand)\n\n\n\nSophie Hennekam (she/her)\, Audencia Business School (France)\n\n\n\nTimothy J. Vogus (he/him)\, Vanderbilt University (USA)\n\n\n\nJoy E. Beatty (she/her)\, Eastern Michigan University (USA)\n\n\n\nJudith Clair (she/her)\, Boston College (USA)\n\n\n\n\nAMLE Editor\n\n\n\n\nKatrin Mühlfeld (she/her)\, University of Trier (Germany)\n\n\n\n\nCall for Papers\n\n\n\nBusiness schools around the world are undergoing rapid transformation\, reflecting questions about their social license (Starkey & Tempest\, 2025; University Chancellors Council\, 2025)\, legitimacy and identity (Alajoutsijärvi et al.\, 2015)\, changing student demographics (Zhang et al.\, 2016)\, technological developments (Clegg & Sarker\, 2024; Hughes & Davis\, 2024)\, and evolving understandings of social justice\, equity\, inclusion\, and belonging (Fiset et al.\, 2025). Amid this period of re-evaluation and change\, recognition is growing that an estimated 15-20% of the global population is neurodivergent (Doyle\, 2020). With more than half of Gen Z (1997-2012) now identifying as neurodivergent (Palumbo\, 2025)\, it underscores the urgency of advancing theoretical\, empirical\, and pedagogical conversations about whom business school systems of teaching\, assessment\, and professional formation are designed to serve – and how they might evolve to achieve greater neuroinclusion. \n\n\n\nNeurodiversity\, a term collectively developed by neurodivergent individuals (Botha et al.\, 2024)\, refers to the full spectrum of natural variation in human cognitive functioning. Individuals who diverge from dominant neurocognitive norms are often described as neurodivergent\, encompassing cognitive profiles such as Autism Spectrum Conditions (ASC)\, Attention Deficit Hyperactivity Disorder (ADHD)\, dyslexia\, dysgraphia\, dyscalculia\, dyspraxia\, Tourette Syndrome\, and other forms of neurodivergence (Doyle et al.\, forthcoming; Quigley & Gallagher\, 2025). These forms of neurodivergence are not deficits to be ‘fixed’ but reflect different patterns of perception\, attention\, memory\, and communication\, which may entail both distinct challenges and unique strengths in educational and workplace settings (Kersten et al.\, 2025; Shaw et al.\, 2024). ADHD individuals\, for example\, may excel in high-energy\, fast-paced problem-solving (Doyle\, 2020) but face difficulties with sustained concentration during lengthy case discussions or traditional assessments. Dyslexic learners often demonstrate strong visual-spatial reasoning and creativity (LeFevre-Levy et al.\, 2023) yet may encounter barriers when coursework relies heavily on time-pressured reading and written tasks. \n\n\n\nThere has been a marked increase in the number of neurodivergent learners entering higher education in recent years\, driven by rising awareness and improved access pathways (McDowall & Kiseleva\, 2024). In the UK\, for example\, up to 2% of university students may meet diagnostic criteria for ASC\, with an additional 2-8% potentially being ADHD (Ahmann et al.\, 2018; Anderson et al.\, 2019). Dyslexia is also widespread\, with approximately 5% of higher education students being dyslexic (Clouder et al.\, 2020). Nonetheless\, these figures likely underestimate the true prevalence of neurodivergence in business and higher education as many learners remain undiagnosed or choose not to disclose their neurodivergent status (Clouder et al.\, 2020; Kennedy et al.\, 2025). \n\n\n\nBusiness schools traditionally tend to privilege narrow forms of learning\, expression\, and social interaction (Clouder et al.\, 2020; Hennekam et al.\, 2025; McDowall & Kiseleva\, 2024) that assume neurotypicality and place the burden of adaptation on neurodivergent individuals (Milton\, 2012; Milton et al.\, 2022). This approach fails to recognize that the challenges of neurodiversity are fundamentally breakdowns in mutual understanding between neurodivergent and neurotypical people grounded in differences in their patterns of attention\, communication\, and interpretation of social information (e.g.\, Williams\, 2021)—a double empathy problem (Milton\, 2012; Milton et al.\, 2022) rather than one party’s mind blindness or lack of empathy. Failing to see the double empathy problem produces pedagogical expectations that can disadvantage those whose strengths and needs do not align with these implicit norms\, limiting their ability to fully participate and succeed. For example\, a neurotypical academic staff member may misunderstand a neurodivergent student’s lack of eye contact or neutral facial expression as signs of lack of preparation or disinterest rather than intentional strategies to effectively manage sensory input and attentional resources. \n\n\n\nPedagogically\, group work\, a core element of many business schools\, similarly assumes strong relational and communication skills\, which may not align with all neurocognitive profiles. Similarly\, particularities of neurodivergent students\, such as hyperfocus among those with ADHD or monotropism\, referring to the tendency to focus one’s attention on a small or singular number of interests\, common among autistic students\, are often ignored or positioned as irrelevant (Wood\, 2023). Moreover\, challenges faced by neurodivergent learners are intensified for postgraduate students\, mature learners\, and those diagnosed later in life\, who often encounter disbelief\, inconsistent support\, or are completely overlooked by institutions (Butcher & Lane\, 2024; Coneyworth et al.\, 2020). \n\n\n\nEven when available\, neurodivergent learners may be unaware of available support or may refrain from requesting accommodations to which they are entitled due to the fear of stigmatization (Clouder et al.\, 2020). These students often attempt to conform to neurotypical norms\, masking their difficulties or distinctive traits (Hennekam et al.\, 2025). They consequently tend to manage their challenges by themselves (Mirfin-Veitch et al.\, 2020)\, a strategy that may prove unsustainable over time for them and their support groups (Hennekam et al.\, 2025). As a result\, and despite being academically capable\, degree completions remain low (Chown et al.\, 2018). For many\, the consequences extend beyond poorer academic outcomes to diminished access to meaningful employment (Bury et al.\, 2024)\, an issue particularly stark for autistic individuals whose employment rates remain among the lowest of any disability group (ABS\, 2022; Alemany & Vermeulen\, 2023; Austin & Pisano\, 2017; Ezerins et al.\, 2024; Moeller et al.\, 2021). \n\n\n\nWhile several excellent special issues have advanced the conversation on neurodiversity in management and organizations\, this special issue offers a fundamentally distinct vantage point. Whereas prior collections—such as those in the Journal of Management & Organization (2019)\, Human Resource Management (2025)\, and the forthcoming issues in Academy of Management Discoveries\, Personnel Review\, International Journal of Management Reviews\, and Group & Organization Management—center primarily on neurodiversity in relation to employment\, inclusion practices\, and organizational systems and outcomes\, this Academy of Management Learning & Education special issue uniquely foregrounds the importance of reimagining management learning and education to better serve all minds and to develop neurodiversity-informed managers who are equipped to make organizations more neuroinclusive. \n\n\n\nFor this special issue\, we encourage conceptual and empirical work that envisions business schools as models of neuroinclusion. Our call also shifts the focus from ‘accommodating and managing difference’ to ‘learning through difference’ and understanding how difference\, as a form of diversity\, enhances learning and group capabilities. In doing so\, it extends the dialogue beyond workplace adaptation to examining how neurodiversity both challenges and enriches the processes through which management knowledge is constructed\, taught\, and understood by learners\, and how this also impacts emergent group functions (i.e.\, decision-making and morality). We therefore invite a more inclusive understanding of learning and knowing in management education\, one that values diverse cognitive styles and experiences as integral to the co-creation of knowledge and practice. \n\n\n\nIn this vein\, we invite contributors to explore diverse perspectives that enrich and expand conversations on neurodiversity in management learning and education. In particular\, we encourage submissions that move beyond single-diagnosis approaches recognizing the breadth within and across neurodivergences\, including: developmental (e.g.\, ADHD\, dyslexia\, dyspraxia\, dyscalculia)\, acquired (e.g.\, traumatic brain injury\, epilepsy)\, mental health (e.g.\, anxiety\, obsessive-compulsive disorder; Edwards et al.\, 2024)\, and physical health conditions (e.g.\, chronic fatigue syndrome\, hearing or vision impairment). These categories are not mutually exclusive and neurodivergent conditions often co-occur. For example\, those who present with ADHD and anxiety\, or those who are dyspraxic and autistic\, may experience both distinctive challenges and synergies in learning and workplaces. \n\n\n\nFurthermore\, this special issue welcomes contributions that embrace conceptual plurality\, engaging with alternative or adjacent conceptualisations of neurodiversity – whether framed as natural variation and ecology (Chapman\, 2021) or through disability (Brown & Leigh\, 2020)\, misfit (Billsberry et al.\, 2023)\, being ‘different’ or other evolving terms that capture the complex ways individuals experience (mis)alignment with institutional learning environments and how this also impacts emergent group functions and group-level outcomes. Embracing such plurality also requires turning the lens toward academic and professional staff who shape these environments. Doing so exposes a broader empirical and theoretical blind spot in understanding the attitudes and experiences of academic and professional staff with disabilities (Anderson\, 2006; Brown & Leigh\, 2020; Little et al.\, 2023) and\, in particular\, those with neurocognitive conditions (Alexander\, 2024). \n\n\n\nOf interest in this special issue also are how inclusive pedagogy\, constructive alignment\, Universal Design for Learning (UDL)\, and learner partnership models can transform educational design and practice to better serve the full spectrum of learners (CAST\, 2024; Rose & Meyer\, 2006). For example\, a management educator might offer students multiple ways to demonstrate learning\, such as a written essay\, an infographic\, or forms of digitalization (Walkowiak\, 2024)\, or a recorded presentation\, thereby valuing diverse modes of cognition and communication. Similarly\, predictable course rhythms and clearly scaffolded tasks can reduce cognitive load and anxiety for neurodivergent students while increasing engagement and clarity for everyone. Finally\, incorporating learner partnership models—where students collaborate with educators to co-design learning activities\, assessment criteria\, or feedback processes—can cultivate a sense of shared ownership\, agency\, and belonging across the entire student cohort. For business schools\, this will result in very real considerations of workload models\, academic and professional staff training\, and the redistribution of institutional resources to ensure that inclusive pedagogical intentions are supported by genuine structural and financial commitment. \n\n\n\nAttention should likewise be directed to an intersectional perspective on neurodivergence (Gottardello et al.\, 2025)\, which acknowledges that intersecting identities—such as gender\, race\, and culture—interact and fundamentally shape how neurological differences are understood and enacted. For example\, the experience of a dyslexic woman of color in academia or that of a neurodivergent international student navigating an unfamiliar education system may reveal unique intersections of cognitive\, cultural\, and structural differences (Crenshaw\, 1991; Lewis & Arday\, 2023; Rivera\, 2022)\, which offers an opportunity to explore the interactions of dispositional and circumstantial diversity. In particular\, we encourage research and reflections from diverse cultural and national contexts which support and extend ecological understandings of neurodiversity and challenge dominant epistemological assumptions. Consequently\, we provide a space to decenter Eurocentric and Anglophone paradigms of management learning and education\, enabling more culturally grounded understandings of neurodivergence (Atherton et al.\, 2023; Bernier & McCrimmon\, 2022; de Leeuw et al.\, 2020; Felix & Hennekam\, in press; Ott et al.\, 2025; Tupou et al.\, 2024). These perspectives will ultimately challenge dominant Western deficit discourses and offer novel pathways for pedagogical and institutional inclusion\, as well as opening promising frontiers for the application of institutional theory (Cook\, 2024) and intersectionality research (Gottardello et al.\, 2025). \n\n\n\nAt a theoretical level\, management learning and education continues to be informed by approaches that presume and privilege neurotypicality and associate neurodivergence with medicalized deficits rather than as part of a natural ecology. We posit that institutions that implement inclusive teaching practices often do so without interrogating the deeper epistemic assumptions that define what counts as legitimate knowledge\, effective pedagogy\, or “good” learning. To illustrate\, efforts to engage neurodiversity in practice and management learning and education research have largely been narrow and at the individual-level\, overlooking a more ecological perspective that focuses on the interplay of factors at micro\, meso\, and macro levels (Chapman\, 2021). Drawing on Bronfenbrenner’s (2000) ecological systems theory—which posits that individual development is shaped by multiple\, interrelated environmental layers—may offer a valuable lens for examining how business schools can become more inclusive. For this special issue\, we therefore encourage pursuing the above-mentioned ideas and contexts from various theoretical perspectives\, epistemological assumptions\, and levels of analysis. \n\n\n\nIn conjunction with the ecological systems view\, a range of theoretical lenses\, such as social identity theory and identity work\, critical race or critical disability theories\, queer theory and power lenses\, but also decolonial perspectives may be pertinent to studying intersectional identities\, forms of oppression\, and co-occurring conditions (Mallipeddi & Van Daalen\, 2022). Social learning theory and especially self-efficacy beliefs (Bandura\, 1997)\, learned helplessness (Kapp\, 2022)\, and the internalization of negative beliefs about their competencies or stigma (Hennekam et al.\, 2025) might likewise be relevant to studying educational outcomes as well as the school-to-work transition of neurodivergent students in business schools (O’Byrne et al.\, 2019). This is supported by empirical research showing that neurodivergent students often report lower self-efficacy than their neurotypical peers\, which may hinder confidence and career readiness (Buckley et al.\, 2024). \n\n\n\nIn sum\, we encourage contributions that critically examine how insights from neuroscience and neuro-ethics can inform\, but should not uncritically determine\, approaches to neuroinclusive management learning and education (Cavanaugh et al.\, 2016; Lindebaum et al.\, 2018). We invite scholars\, educational practitioners\, business school leaders\, policymakers\, and even practitioners from across inclusive education\, disability studies\, critical management studies\, organizational behavior and theory\, and other fields to enrich neurodiversity discourse and contribute to a more expansive\, socially just\, and humanizing vision of management learning and education. \n\n\n\nIllustrative Themes and Research Questions\n\n\n\nIn the context of the Business of Business Schools\, the following questions could be explored: \n\n\n\n\nHow does neurodiversity help reimagine social justice and DEI in business schools?\n\n\n\nWhat tensions emerge between performance metrics and inclusion for neurodivergent students\, academic and professional staff\, and how are such trade-offs effectively managed?\n\n\n\nHow do policies on reasonable accommodations align (or conflict) with institutional objectives and wider institutional logics?\n\n\n\nHow is neurodiversity effectively addressed in non-WEIRD (Western\, Educated\, Industrialized\, Rich\, and Democratic) environments and institutional settings in higher education contexts? \n\n\n\nHow does a country’s legal context shape the expectations\, obligations\, and opportunities for business schools to develop and deliver more neuroinclusive pedagogy?\n\n\n\nHow can existing practices and processes within business schools be adjusted and/or redesigned to be more neuroinclusive (e.g.\, recruiting and selection\, onboarding\, networking\, and organizational culture)?\n\n\n\nHow can business schools attract and retain neurodivergent talent (learners\, academics and professional staff)?\n\n\n\nHow can business schools support neurodivergent academic and professional staff and challenge ableism as an organizational paradigm?\n\n\n\nHow do business schools address the neurodiversity of learners\, academic\, and professional staff at different levels (i.e.\, undergraduate\, postgraduate\, executive education) and in different cultural and institutional contexts?\n\n\n\n\nIn the context of management learning\, the following questions could be explored: \n\n\n\n\nHow do neurodivergent learners\, academic and professional staff experience management learning processes differently and what unique challenges do they face?\n\n\n\nWhat are the experiences of learners and academic and professional staff with intersectional social identities involving neurodiversity?\n\n\n\nWhat is the role of institutional logics/culture\, pedagogy\, peer learners\, and academic and professional staff in the way neurodivergent individuals and groups experience and navigate their management education\, including from an intersectionality perspective? \n\n\n\nWhat insights can be gleaned from the experiences of neurodivergent learners and academic and professional staff regarding neurotypical norms in management education? What role do visibility and representation specifically play in this?\n\n\n\nHow can cross-neurotype (between neurodivergent and neurotypical individuals) collaboration and connection be fostered and leveraged in the classroom and outside it (i.e.\, bridging the “double empathy problem\,” Milton\, 2012)?\n\n\n\nHow do neurodiverse groups of learners (i.e.\, those with neurotypical and neurodivergent members) work together (e.g.\, the biases experienced or avoided\, the interpersonal challenges) and perform (e.g.\, task performance\, creativity)?\n\n\n\nHow do neurodivergent individuals experience the transition into the workforce as well as from secondary school into management education? What practices\, supports\, and tools aid more successful transitions? How do these transitional practices vary across global cultures?\n\n\n\nWhat role does executive functioning\, sensory processing\, or divergent social cognition play in shaping reflection and feedback loops within learning processes?\n\n\n\nIn what ways can experiential learning or study abroad be adapted for neurodivergent learners and educators?\n\n\n\nHow does neurodiversity inform alternative models of learner identity and transformation?\n\n\n\nWhat is the impact of educational support on academic achievements and the employability of neurodivergent individuals?\n\n\n\nWhat role do internships and mentoring play in the academic achievements and work-readiness of neurodivergent management learners? \n\n\n\nHow can business schools foster neuro-inclusion as a leadership and management capability?\n\n\n\n\nIn the context of management education\, the following questions could be explored:   \n\n\n\n\nHow can universal design for learning and inclusive pedagogy reshape management education?\n\n\n\nHow can constructive alignment more effectively incorporate the needs and experiences of neurodivergent learners and educators across different levels and contexts?\n\n\n\nWhat can we learn from neuro-inclusive education in other fields? What best practices\, policies\, and procedures can be identified?\n\n\n\nHow do assessment and participation norms impact neurodivergent learners’ educational outcomes?\n\n\n\nHow does neurodiversity intersect with other (potentially) stigmatizing attributes or sources of social identities\, such as gender\, age\, race\, ethnicity\, sexual orientation\, or other disabilities among management learners?\n\n\n\nHow do individuals with multiple co-occurring neurocognitive conditions navigate higher management education?\n\n\n\nWhat teaching innovations have emerged in neurodiversity-informed business courses and programs?\n\n\n\nHow important is visibility and representation among academic and professional staff?\n\n\n\nHow may internalized ableism and embodied pedagogy affect neurodivergent academic and professional staff?\n\n\n\nHow do inclusive pedagogies engage with issues of masking\, disclosure\, and psychological safety?\n\n\n\nHow can technology\, and in particular artificial intelligence\, be meaningfully leveraged to support neurodivergent learners in management education? How can such technologies be used to enhance cross-neurotype collaborations and relationships?\n\n\n\nHow are higher education institutions and educators adapting AI-driven educational technologies to support neurodivergent learners in management programs?\n\n\n\n\nSubmission types\n\n\n\nFor this special issue\, we invite submissions to all of the Academy of Management Learning & Education’s peer-reviewed sections\, including Research and Reviews\, Essays\, and Book and Resource Reviews. We particularly welcome research studies based on extensive data—qualitative\, quantitative\, and mixed method—using any well-executed and rigorous methodology and strong theoretical framing. Finally\, related to the issue of representation\, we especially encourage submissions from neurodivergent authors and author teams. Submissions will be subject to the normal editorial decision-making and peer-review processes. All the journal’s standard formatting and peer review guidelines will apply. \n\n\n\nInquiries\n\n\n\nIf you have any questions or would like to discuss a possible submission\, please contact Miriam Moeller and Dana L. Ott. Please note that such consultation is not a precondition\, requirement\, or guarantee of acceptance for any submission. Authors who have not consulted with the Guest Editor Team are equally welcome to submit. \n\n\n\nSubmission details\n\n\n\nWe invite special issue submissions to occur between 1 November 2026 and 14 December 2026 through the AMLE’s manuscript central system. \n\n\n\nPrior to submission\, we will hold an optional virtual professional development workshop at the end of May 2026\, for interested authors to receive feedback on their ideas. Those interested in participating in the workshop should e-mail a 3\,000-word proposal (including references) to Miriam Moeller and Dana L. Ott by 13 May 2026. \n\n\n\nWe also plan to offer workshops to discuss this special issue at the European Academy of Management in June 2026 (Kristiansand\, Norway)\, the European Group of Organisational Studies in July (Bergamo\, Italy)\, the Academy of International Business conference in July 2026 (Manchester\, UK)\, the Academy of Management conference in August 2026 (Philadelphia\, Pennsylvania) and the Brazilian Academy of Management in October 2026. We will share more details about these and other opportunities when available via the AMLE website and various listservs. \n\n\n\nWhile we encourage interested contributors to participate in these opportunities\, they are not a prerequisite for\, or a guarantee of\, eventual acceptance in the special issue. \n\n\n\nAcknowledgments \n\n\n\nThis Call for Papers was translated using an Artificial Intelligence (AI) Translator tool developed by The University of Queensland in collaboration with the Association for Information Systems Taskforce on AI Translation for Inclusive\, Impactful Science. We thank James Boyce\, David Goyeneche Ramirez\, Luis Alfredo Arango Soler\, Marut Jain\, Pooja Madaan\, Saarwani Komanduri\, Hetiao Xie\, and Gloria Zheng for cross-checking and refining the AI-translated version to ensure linguistic and contextual accuracy. \n\n\n\nReferences \n\n\n\nABS. 2022. 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Autism\, intense interests and support in school: From wasted efforts to shared understandings. In Mapping the Field (pp. 332-352). Routledge. Zhang\, M. M.\, Xia\, J.\, Fan\, D.\, & Zhu\, J. C. 2016. Managing student diversity in business education: Incorporating campus diversity Into the curriculum to foster inclusion and academic success of international students. Academy of Management Learning & Education\, 15(2)\, 366-380 URL:https://www.aom.org/calendar/amle-call-for-special-issue-papers-rethinking-business-school-structures-standards-and-success-for-neuroinclusive-management-learning-and-education/ CATEGORIES:Call for Papers,Call for Special Issue Papers,Call for Submissions,Event Calendar,Journals,Learning & Education ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/07/amle_cfs.png END:VEVENT END:VCALENDAR