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SUMMARY:AMP Open Call for Papers
DESCRIPTION:Submission Deadline: 31 January 2027 \n\n\n\n\nSubmit to AMP\n\n\n\n\nATTENTION! Please disengage the autopilot. Check the muscle memory. We do not want more of the same. Academy of Management Perspectives (AMP) is different. \n\n\n\nAre you thinking of submitting a manuscript to AMP? We appreciate your interest. We have a terrific global team of engaged editors eagerly awaiting the opportunity to help develop your work. But please send us papers that fit our unique mission. \n\n\n\nAMP publishes papers that matter to managers. Our field has called for managerially relevant work for decades. AMP is here to help realize this important goal. Problem is\, our field is not accustomed to relevance. And so out of habit\, many send us papers that don’t fit our mission. \n\n\n\nIf your paper is theory driven\, it is NOT suited to AMP. AMP is a journal of first choice for papers that inform managerial practice and policy. We are not a backstop for papers that miss at AMJ\, AMR\, or other top theory-driven journals. It’s not enough to add managerial implications onto a paper rejected at such journals. AMP papers must be managerially driven from the start. \n\n\n\nDo the contents of your paper inform the practice of management in a specific and significant way? After reading your paper\, did we learn something new and meaningful about an important aspect of how to manage and govern an organization? Does your paper provide evidence ample to drive managers (including policy makers) to reconsider a particular practice? We will assess your paper by these criteria\, and so should you. But be as honest and objective about the relevance of your work as possible. Don’t fool yourself with vague sentiment about broad influence on generic aspects of management. Ask others for their views of your work – especially practitioners. Consider co-authoring with practitioners. But understand: If it is not relevant to managers\, then it is not relevant to AMP. \n\n\n\nWhile relevance is our most prominent characteristic\, it does not come at the expense of rigor. AMP does NOT publish papers that lack rigorous original analysis. Though our mission differs\, our analytical standards are the same as those of other elite journals. Opinions\, overviews\, descriptive arguments\, philosophical treatise\, etc. are not within our purview\, even if they convey interesting perspectives on management. The managers who rely on AMP content need evidence\, not conjecture. So\, the claims of an AMP paper must be supported with stringent scholarly analysis. This robust analysis may be empirical (quantitative or qualitative) or conceptual. \n\n\n\nFinally\, AMP does NOT use the exact same format as other AOM journals. Yes\, the fonts and indents and all that good stuff are the same. But because AMP papers must be accessible to a non-specialized audience\, we do a few things differently. For one\, we use endnotes. For another\, we place detailed analyses in supplements and only summarize them in the body of the paper. This allows AMP manuscripts to run about 20 body pages in length\, not the standard 30+. We also favor plain language over jargon. And\, of course\, rather than tack on managerial implications at the end of a paper\, AMP papers make the practical case from the start. \n\n\n\nTo sum up\, AMP papers are RELEVANT\, RIGOROUS\, and READABLE. This means that they must do all of the following:  \n\n\n\n\nInform an issue of evident importance to managerial practice and/or policy\, and \n\n\n\nEngage in rigorous and original conceptual or empirical analysis\, and\n\n\n\nConcisely and clearly convey key ideas to a non-specialized audience \n\n\n\n\nFor more details\, please see these editorials: \n\n\n\n\n(Re)building a Bridge between Scholars and Practitioners: Get AMPed!\n\n\n\nManagement Practice and Policy: A Guide to Writing for AMP\n\n\n\nMattering Matters: Explaining what Fits at Academy of Management Perspectives\n\n\n\n\nAn AMP paper must achieve all of the above criteria\, but there is no single format for doing so. Below\, we provide a sample format. If you have a better way\, we are all ears – so long as it produces a rigorously relevant & readable paper. \n\n\n\nSample Format for an AMP Manuscript\n\n\n\nAbstract and title. An AMP paper begins with an engaging but accurate title and a concise abstract of no more than 200 words. Provide potential readers with enough\, but only just enough\, information to quickly and accurately determine if the article is relevant to them. The abstract should state: a) the important managerial issue motivating the paper; b) how the paper analyzes this important issue; c) what the analysis finds; and d) how these findings substantively affect practice/policy. \n\n\n\nIntroduction. The content of an introduction overlaps with that of an abstract\, but the introduction adds detail. Nevertheless\, as with all aspects of an AMP paper\, it should be concise. View it as a sort of executive summary. Open with a paragraph or two that draws the reader in\, then briefly overview the paper’s structure. Limit the introduction to two double-spaced pages. \n\n\n\nProblem statement. The key feature of an AMP paper is its focus on an important managerial issue. From the start\, clearly articulate the focal issue and make a convincing case for its importance. In addition to scholarly literature\, authors may refer to practitioner and government reports\, as well as credible media accounts\, to validate the importance of the issue. This section should fill two to four double-spaced pages. \n\n\n\nWhat we know. Next\, review relevant literature to accurately portray baseline knowledge about the issue. Consider literatures beyond one’s usual disciplinary base\, especially if insights are limited within the focal discipline. Again\, official reports and statistics from government agencies\, NGOs\, consulting firms\, analysts\, etc. may be referenced\, so long as they are credible. The length of this section will vary\, depending upon how established\, multidisciplinary\, and debated the issue\, but it should not exceed four double-spaced pages. Use summary tables where needed to save space. Anything more can be placed in a supplement. \n\n\n\nWhat we don’t know. What is missing? Make a strong\, objective case for omissions\, flaws\, points of debate or other aspects of the literature that leave the focal issue inadequately explained. This section should be no longer than two double-spaced pages. \n\n\n\nConceptual or empirical analysis. This is the core work of the paper: scientific analysis that provides evidence to bridge the gap in understanding of this problem. The length of this section will vary with the type of conceptual or empirical analysis undertaken. Once again\, though\, it must be concise. Use plain language and summary charts\, figures\, and graphs. The usual artifacts of a robust scholarly study are required\, but they are placed in a supplement.  \n\n\n\nWhat we have learned. This is the paper’s core contribution. Expound on how the findings advance understanding of the focal issue. Delve into implementation steps if the study provides such insights. Discuss boundary conditions\, noting where the findings hold and distinguishing contexts in which they do not. Specify constraints on interpretation based upon limitations in data and analysis. Clarify aspects of the issue that remain open and require further analysis. Consider charts\, figures\, and other ways to visually display the results. Though focused on practical implications\, the findings may also bring to light flaws and gaps in theory that warrant mention. This should be the longest section of the paper but\, yes\, also concise. \n\n\n\nConclusion. Within the space of one or two paragraphs\, restate what the paper has done and remind readers why it matters. Do not simply restate the abstract. Conclude on a high note\, perhaps with a call to action. \n\n\n\nPlease heed what we have written above before submitting a manuscript to AMP. Thanks! \n\n\n\nDeadline\, Submission\, and Review Process \n\n\n\nThe submission deadline is 31 January 2027. Papers must be submitted on the AMP website at https://mc.manuscriptcentral.com/amp. \n\n\n\nAll papers will be reviewed according to the current policies of Academy of Management Perspectives. AMP papers should be grounded in evidence or robust 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\nPlease feel free to contact AMP Editorial Office with any questions. \n\n\n\nBe sure to review our Style Guide for manuscript requirements\, prior to submitting.
URL:https://www.aom.org/event/amp-open-call-for-papers/
CATEGORIES:Call for Papers,Journal Workshops & Publications Events
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SUMMARY:AMP Call for Special Issue Papers: Turning Implications Into Evidence
DESCRIPTION:Special Issue of Academy of Management Perspectives\n\n\n\nTurning Implications Into Evidence: Actionable Solutions to Real-World Problems of Practice and Policy Based on Prior Academy of Management Publications\n\n\n\nSubmission Deadline: 31 January 2027 at 23:59 ET \n\n\n\nGuest Editors\n\n\n\n\nJulian Birkinshaw\, Western University\n\n\n\nThomas P. Lyon\, University of Michigan\n\n\n\nDenise M. Rousseau\, Carnegie Mellon University\n\n\n\nMajken Schultz\, Copenhagen Business School\n\n\n\nMo Wang\, University of Florida\n\n\n\n\nAcademy of Management Perspectives (AMP) Editor\n\n\n\n\nMichael L. Barnett\, Rutgers University\n\n\n\n\nAmid rising concern about the relevance of their contents\, many scholarly journals mandate inclusion of a managerial implications section. This section may be relegated to a few paragraphs at the end of an article and comprised of speculative statements loosely connected to the paper’s empirical or theoretical content. And there these unvalidated implications tend to remain\, largely unaddressed in future research studies and having little relevance to practice or policy. \n\n\n\nIn this special issue\, we call for original research that develops actionable solutions from previously published managerial implications. We draw attention to opportunities for useful research on real-world problems of practice and policy overlooked in managerial implications sections and seek to develop novel studies that take the next step of analyzing them in robust ways that directly evidence specific guidance for practitioners and policy makers. \n\n\n\nBy developing actionable insights from underdeveloped or dormant implications\, this special issue of Academy of Management Perspectives furthers the core function outlined in an editorial published across each of the Academy of Management (AOM) journals recently: \n\n\n\nA core function of any science is the development of a corpus of valid and reliable knowledge. An applied science has the added demand that knowledge be usable outside of academia. When scholars understand the interdependence among individual papers and among the AOM’s seven journals\, then the work that they create should be more integrated\, improving our field’s contributions and maintaining the value and relevance of the AOM for the future (Cronin et al\, 2025: 364). \n\n\n\nThe portfolio of AOM journals forms a system of knowledge production in which each journal has a complementary specialization. Within this system\, AMP papers provide actionable insights that guide practitioner behavior and influence policy decisions. To do so\, AMP papers build on theory developed\, tested\, and organized in other journals; and in doing so\, AMP papers enrich these theories by revealing nuances and boundaries of their usefulness. \n\n\n\nTo highlight and enhance the process of knowledge production across AOM’s portfolio of interdependent journals and to make its scope more manageable\, this special issue is limited to papers that analyze practice and policy implications previously published in any of the seven established AOM journals: Academy of Management Annals (Annals)\, Academy of Management Collections (Collections)\, Academy of Management Discoveries (AMD)\, Academy of Management Journal (AMJ)\, Academy of Management Learning & Education (AMLE)\, Academy of Management Review (AMR)\, and Academy of Management Perspectives (AMP). The article containing the focal implication on which a submission to this special issue is based must have been published in or fully (not conditionally) accepted to any of the journals listed above at any point up to 31 December 2026. \n\n\n\nSubmissions must conduct novel empirical or conceptual analysis. AMP does not accept managerial “translations” that restate previously published work in more practice-friendly terms. Moreover\, we do not accept papers that address managerial implications for which actionable solutions have already been adequately developed through prior publications. Authors submitting to this special issue may be\, but are not required to be\, an author of the published article containing the managerial implication. \n\n\n\nPlease note that AMP’s mission and format differ from many other leading academic journals. We strongly encourage potential authors to review AMP’s guidelines before submission\, to include reading editorials that outline our approach and provide templates for both empirical and conceptual contributions. Though our format differs\, AMP’s analytical standards are the same as at any other AOM journal\, demanding robust analysis that fulfills current social science standards. \n\n\n\nAll submissions must be uploaded to the AMP Manuscript Central website from the 1st until the 31st of January 2027. The final deadline for submissions is 31 January 2027 at 23:59 ET (DST+1\,UTC-4). When submitting\, include a cover letter that specifies the source of the managerial implication that the submission is based on. Please provide the full citation\, the page number(s) on which the managerial implication is published\, and paste direct quotes therefrom. If the managerial implication is not directly quotable\, then make a strong case in the cover letter to support your inference. Any inference must be conservative\, avoiding misrepresenting or stretching the intent of the implication. Submissions that take excessive liberties with interpretation of a managerial implication will be desk rejected. Also in the cover letter\, specify how your submission analyzed the focal managerial implication and the actionable insights that were evidenced. \n\n\n\nSubmissions should be written in AMP style and format\, and as stand-alone papers. To stand alone\, a paper is motivated by the focal problem of practice or policy\, rather than explicitly motivating the paper by this call for papers. Authors may include an endnote in the introduction that cites the study in which the motivating managerial implication was published. \n\n\n\nWe intend to host a Paper Development Workshop (PDW) at the AOM 2026 Conference in Philadelphia for selected authors to further develop their manuscripts. Participation in this workshop is neither a guarantee nor a prerequisite for publication. Please direct any inquires to Mike Barnett\, AMP Editor-in-Chief. \n\n\n\nDeadline\, Submission\, and Review Process\n\n\n\nThe deadline for submission is 31 January 2027 at 23:59 ET (DST+1\,UTC-4). All submissions must be uploaded to the AMP Manuscript Central website between 1 January and 31 January 2027.  \n\n\n\nAll papers will be reviewed according to the current policies of Academy of Management Perspectives. AMP papers should be grounded in evidence or robust 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\nReference\n\n\n\nM. Cronin\, B. Galvin\, E. George\, M. Gruber\, D. Lindebaum\, G. Markman\, C. Chet Miller\, E. Rose\, S. Thatcher\, and G. Wood. 2025. From a portfolio of journals to a system of knowledge production. Academy of Management Perspectives\, 39: 357–364.
URL:https://www.aom.org/event/amp-call-for-special-issue-papers-turning-implications-into-evidence/
CATEGORIES:Call for Special Issue Papers,Journal Workshops & Publications Events
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SUMMARY:Call for Nominations for Editor: AMP
DESCRIPTION:Self-nominations are being sought for the position of editor (or co-editors) of the Academy of Management Perspectives. \n\n\n\nThe person(s) selected will become editor-elect on 1 July 2027 and editor on 1 January 2028. The term of office as editor is three years. \n\n\n\n\nEmail Nominations\n\n\n\n\nThe Academy’s mission is to ensure an inclusive selection process and generate a viable list of qualified potential editors from a comprehensive collection of nominations. As a member of the Academy\, you are eligible to put your name forward for consideration. \n\n\n\nSpecific requirements vary by journal. Please contact us for details. In general\, qualifications for an editor of an Academy publication include the following: \n\n\n\n\nSignificant scholarly contributions in management\, including publications associated with the mission of the journal.\n\n\n\nExtensive experience and an excellent reputation as a reviewer.\n\n\n\nExperience as an editorial board member or an editor of a management-related journal. Nominees do not need to be current members of editorial teams of Academy of Management publications to be nominated.\n\n\n\nDemonstrated commitment to diversity as reflected in the statement of values below.\n\n\n\nAbility to work constructively with authors\, reviewers\, and the Academy’s Board of Governors.\n\n\n\nDemonstrated administrative skills\, capacity to handle a demanding workload and meet deadlines.\n\n\n\nAbility to work with the managing editor virtually. The managing editor is an employee of the Academy’s headquarters office.\n\n\n\nFamiliarity with\, and ability to use\, a web-based submission and review system.\n\n\n\nRank of tenured Full or Associate Professor or equivalent.\n\n\n\nA doctoral degree in a management-related discipline.\n\n\n\nMembership of the Academy of Management.\n\n\n\n\nIn support of the Academy’s values\, the Content Portfolio Committee (CPC)\, a committee of the Academy of Management Board of Governors\, values diversity\, inclusion\, and equity in our international community. We seek self-nominees who appreciate diversity in theoretical orientations and empirical contexts\, including those that are under-represented\, outside the mainstream\, and concern populations that are marginalized or hidden. We seek self- nominees that adhere to the belief that the full range of social experience must be represented in our scholarship and often these contributions are made by authors and reviewers from diverse backgrounds and locations \n\n\n\nNomination process and procedures\n\n\n\nSelf-nominations should include name(s)\, full address\, telephone number\, email address\, and current CV. We can provide editor job description and nomination search procedures on request. \n\n\n\n\nAll nominees will be asked to confirm their interest in pursuing the editorship at one of these journals by providing a personal statement (500 words or less) that outlines why the nominee is interested in this position. Nominees may apply individually or as a team of co-editors.\n\n\n\n\nThe selection process will move through three stages. \n\n\n\n\nStage 1: the CPC will review the initial nominations and request a fuller packet to be submitted by nominees that best fit the criteria above.\n\n\n\nStage 2: Applicants that move to the second stage will be asked to submit a detailed proposal of how they would further the goals of the journal as described in the editorial mission and values statements. Applicants may be asked to meet (virtually) with the CPC and provide references to support their editorial background and skills.\n\n\n\nStage 3: The CPC will forward a recommendation to the full Board of Governors who will finalize the recommendation.\n\n\n\n\nSelf-nominations will be considered until 25 September 2026. \n\n\n\nEmail nominations\, with a subject line of AMP Editor Search\, to: Irina Burns (Iburns@aom.org)
URL:https://www.aom.org/event/call-for-nominations-for-editor-amp/
CATEGORIES:Call for Nominations
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DTSTART;TZID=America/New_York:20260901T000000
DTEND;TZID=America/New_York:20260930T235959
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UID:10002042-1788220800-1790812799@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/event/amp-call-for-special-issue-papers-managing-under-political-turbulence/
CATEGORIES:Call for Submissions,Journal Workshops & Publications Events
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DTSTART;TZID=America/Sao_Paulo:20260922T083000
DTEND;TZID=America/Sao_Paulo:20260922T180000
DTSTAMP:20260510T214149Z
CREATED:20260510T214149Z
LAST-MODIFIED:20260510T214149Z
UID:10002084-1790065800-1790100000@www.aom.org
SUMMARY:CAP: Brazilian Academy of Management (ANPAD) Paper Development Workshop
DESCRIPTION:Call for papers announcement: 06 May 2026 \n\n\n\nOpening of submissions: Early June 2026 \n\n\n\nProposal Submission Deadline: 10 July 2026 \n\n\n\nNotification of results: 14 August 2026 \n\n\n\nRegistration deadline (EnANPAD 2026 and PDW Form): 31 August 2026\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nAcademy of Management Journal (AMJ)\, Academy of Management Learning and Education (AMLE)\, Academy of Management Perspectives (AMP)\, and Academy of Management Review (AMR) are pleased to partner with the Brazilian Academy of Management (ANPAD) to host an in-person Paper Development Workshop. The event will take place at the Universidade de Fortaleza as a pre-event of the 50th ANPAD Annual Meeting. \n\n\n\nAttendees will have the opportunity to meet members of the editorial teams and participate in breakout sessions and plenary sessions designed to enhance their understanding of how to publish in AOM journals. \n\n\n\n\nRegister Now
URL:https://www.aom.org/event/cap-brazilian-academy-of-management-anpad-paper-development-workshop/
LOCATION:Universidade de Fortaleza\, Av. Washington Soares\, 1321 - Edson Queiroz\, Fortaleza\, Ceará\, 60811-905\, Brazil
CATEGORIES:Community Accelerator Program (CAP) Events,Journal Workshops
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