1905: Max Weber’s The Protestant Ethic and the Spirit of Capitalism—published in English in 1930; 1922: The Theory of Social and Economic Organization Weber is known for numerous contributions to management, including the theory of “bureaucracy,” a formalized and idealized view of organizations administered on the basis of knowledge and known for efficiency, impersonal relationships, task competence, and rules and procedures.

1910–1915: Henry L. Gantt designs a project-scheduling model for increasing the efficiency of project completion (Gantt Chart); protégé and associate of Frederic Taylor.

1911: Frederick W. Taylor’s Principles of Scientific Management—proposes an objective, systematic method rather than “rules of thumb” to indentify the “one best way” to perform a job; advocated scientific selection and training methods; cooperation between workers and managers with each doing what they are best suited to do; and pay tied to work performance.

1912: Frank Gilbreth becomes a disciple of Taylor’s— develops, along with his wife Lillian, a scheme for labeling hand movements; identified “therbligs” (Gilbreth spelled backward with the “t” and “h” transposed) as the basic unit of motion studies.

1913: Hugo Münsterberg’s Psychology and Industrial Efficiency—presents a scientific study of human behavior in the work environment; analysis of individual differences.

1916: Henri Fayol, an engineer and managing director, publishes Administration Industrielle et Générale (General and Industrial Administration); identifies 14 principles of management such as authority and responsibility, unity of command, scalar principle, remuneration, esprit de corps, etc.; believed that management could be taught.

1924: Lillian Gilbreth takes over management consulting company after her husband, Frank Gilbreth, dies. Lillian was the first woman to obtain a PhD in management; she made numerous contributions to industrial psychology.

1933, 1939: Elton Mayo, The Human Problems of an Industrial Civilization (1933) and 1939: Fritz Roethlisberger and William Dixon, Management and the Worker (1939), Hawthorne Studies conducted at Hawthorne Plant of Western Electric Corporation—examines various changes (e.g., lighting) to gauge the effect on employee productivity in a factory environment; studies are widely criticized for experimental errors yet have a wide-ranging impact and provide the genesis of the human relations school; the “Hawthorne effect” refers to changes in behavior resulting from being studied rather than effects associated with experimental manipulations (although this interpretation has been questioned).

1925: Mary Parker Follett, The Psychological Foundations of Business Administration—suggests that organizations are communities involving networks of groups; manager’s job is to coordinate group effort; anticipated many contemporary concepts like motivation, leadership, and empowerment.

1938: Chester Barnard, business executive, publishes The Functions of the Executive—argues that managers should communicate and encourage workers to high levels of success; proposes the acceptance theory of authority—that success depends on cooperation of employees.

1944–1951: Kurt Lewin’s action research model, including in Action Research and Minority Problem—presents a model of social research leading to action along with feedback on the effects of that action; noted for work on group dynamics and behavioral commitment; identifies a model of planned change (unfreezing, change, refreezing); and force field analysis. Also credited for beginning t-groups.

1947: Herbert A. Simon, Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations, based on his doctoral dissertation—coins the terms bounded rationality (people have limits or boundaries on the amount of information they can process to make a decision) and satisficing (selecting the first solution that satisfies decision criteria even though better solutions might exist) related to decision making.

1950: George Homans, The Human Group— advances small-group theory and research; attempts to extrapolate from a single group to understanding the social system.

1952: Solomon Asch studies of social influence (Asch Effect)—proposes that social pressure can induce people to select choices that are objectively incorrect.

1954: Peter F. Drucker, The Practice of Management— examines management and the managerial role as a distinct business function bridging theory and practice.

1954: Abraham Maslow, Motivation and Personality—develops a theory of human motivation by proposing a universal, prepotent hierarchy of needs.

1957: Chris Argyris, Personality and Organization— identifies fundamental conflicts between individual and organizational needs.

1958: James March and Herbert Simon, Organizations —presents a comprehensive review of organizational theory revealing a number of limitations and gaps, highlighting themes relating to cognition and decision making, and presenting directions for subsequent research.

1959: Frederick Herzberg et al., The Motivation to Work—proposes a two-factor theory (motivator-hygiene) suggesting that motivator factors (e.g., recognition, the work itself) can lead to job satisfaction and motivation, while a separate set of factors (hygiene factors—e.g., work environment, pay) can lead to job dissatisfaction.

1959: John R. P. French and Bertram Raven, The Bases of Social Power—argues that five types, or bases, of power (coercive, reward, legitimate, referent, and expert) are linked with leadership.

1959: John Thibaut and Harold Kelley, The Social Psychology of Group—argues that social behavior is an exchange process based on rewards and costs with the goal of maximizing rewards and minimizing costs.

1959: Ford Foundation and Carnegie Foundation reports that blasted business schools for lack of intellectual content and fostered the hiring of people from “the disciplines” into business schools thereby fostering business school research.

1960: Fred E. Emery and Eric L Trist discuss “sociotechnical systems”—suggests that any production system consists of two elements: a technological organization (i.e., equipment, process) and a work organization (those who do the work having social and psychological needs).

1960: Douglas McGregor, Human Side of Enterprise—propounds an overall approach to organizations and organizational change; a model for improving relationships with employees to the extent to which managers can model the hypothetical “Manager Y,” a supportive and understanding manager who trusts employees to work hard (Theory Y vs. Theory X).

1960–1970: Development of SWOT (strengths, weaknesses, opportunities, and threats) analysis at [Page 937]Stanford Research Institute, often credited to Albert Humphrey; this concept emerged for a number of theories and corporate planning approaches.

1961: David McClelland’s The Achieving Society— discusses the need for achievement (first identified by Henry A. Murray), need to excel, to perform against standards, and to win; McClelland extended his theory to other acquired needs such as need for power and need for affiliation.

1961: T. Burns and G. M. Stalker, The Management of Innovation—examines mechanistic and organic organizational designs and the environments conducive for each.

1961: Harold Koontz, “ Management Theory Jungle ” ( Academy of Management Journal, Vol. 4, No. 3)—identifies schools of management thought such as empirical, human behavior, mathematical, social system, decision theory, and management process; convergence of approaches seems unlikely.

1961: Rensis Likert, New patterns of management and 1967: The Human Organization—proposes a “linking-pin” (organizations consist of “families” that are linked together) model to bridge human relations and organization structure.

1961: Warren Bennis, Kenneth Benne and Robert Chin, The Planning of Change—lays out a foundation for planned organizational change such as organization development.

1962: Kaoru Ishikawa develops the quality circle concept with the Japanese Union of Scientist and Engineers quality research group; begun as an experiment to test the influence of the “leading hand” ( Gemba-cho ) on quality; W. Edwards Deming is also associated with this concept, where small groups of employees and supervisors meet regularly to solve quality issues and operational improvements.

1962: Peter M. Blau and W. Richard Scott, Formal Organizations: A Comparative Approach, one of the founding texts of organizational sociology— analyzes formal organization in a way that goes beyond individuals and groups to explore organizations as collective actors.

1962: Everett Rogers, Diffusion of Innovations— attempts to explain how, why, and the rate of adoption of new ideas and technologies in a culture.

1962: Alfred Chandler, Strategy and structure— analyzes large corporations and the way executives plan, coordinate, and appraise in such structures; proposes that strategy determines long-term organizational goals, tactics, and resources; structure is the design for administering organization activities; structure follows strategy.

1963: Warren T. Norman, Toward an Adequate Taxonomy of Personality Attributes: Replicated Factor Structure in Peer Nomination Personality Ratings—finds five essentially orthogonal personality factors (empirically derived) that were the basis for Big Five personality traits (openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism).

1963: Richard Cyert and James March, Behavioral Theory of the Firm—explains decision making within the firm suggesting, based on Simon’s work, that individuals and groups “satisfice” as they pursue goals rather than attempting to maximize the utility or profitability of a decision.

1964: Victor Vroom, Work and Motivation—uses expectancy theory to integrate various scholarly approaches to work motivation by examining how valence, instrumentality, and expectancy can be managed to align individual and organizational objectives.

1964: Robert Kahn, Donald Wolfe, Robert Quinn, J. Diedrick Snoek, and Robert Rosenthal, Organizational Stress: Studies in Role Conflict and Ambiguity—examines role expectations in the organizational environment leading to conflict and ambiguity such that maintained stress leads to health issues and diminished sense of well-being.

1965: J. Stacy Adams, Inequity in Social Exchanges— uses equity theory to argue that employees compare their ratio of inputs to outputs from the job with others; an imbalance leads to actions to reduce the perceived inequity.

1965: Joan Woodward, Industrial Organization: Theory and Practice— argues that technology and production systems were critical aspects of organizational design; advanced a contingency approach to organizing.

1966: Daniel Katz and Robert L. Kahn, The Social Psychology of Organizations—presents a [Page 938]unified, open systems approach extending organizational theory beyond the boundaries of a single organization.

1966: Peter Berger and Thomas Luckmann, The Social Construction of Reality: A Treatise in the Sociology of Knowledge—identifies the ways in which individuals and groups actively participate in constructing their notions of reality as an ongoing and dynamic process.

1967: Paul Lawrence and J. W. Lorsch, Organization and Environment: Managing Differentiation and Integration—studies organizational differentiation and integration, suggesting that successful organizations match their structure to the nature of the environment.

1967: Fred Fiedler publishes A Theory of Leadership Effectiveness—argues that leader effectiveness is contingent upon two interacting factors, leadership style, and situational favorableness.

1967: James Thompson, Organizations in Action: Social Science Bases of Administrative Theory—analyzes organizations and their functioning based on uncertainty, technology, and interdependencies.

1968: Bruce Henderson creates Boston Consulting Group Matrix to help companies analyze their product lines or business units; uses market share and growth rate to classify business units as cash cows, dogs, question marks, or stars.

1968: Edwin A. Locke, Toward a Theory of Task Motivation and Incentives (and later 1984: E. A. Locke and J. P. Latham, Goal Setting: A Motivational Technique That Works )—argues that specific and difficult goals result in higher task performance.

1969: B. F. Skinner, Contingencies of Reinforcement: A Theoretical Analysis—argues that operant conditioning can shape behavior; identifies a reinforcer as any contingent stimulus that increases the target behavior.

1969: Karl Weick, The Social Psychology of Organizing (second edition published in 1979)—defines organizing as “the consensually validated grammar for reducing equivocality by means of sensible interlocked behaviors”; his notable works have made many theoretical contributions, including concepts such as enactment, mindfulness, sensemaking, and loose coupling.

1972: Michael Hunt, Competition in the Major Home Appliance Industry—coins the term strategic group based on an analysis of the appliance industry; an analytic tool for grouping companies using similar business models or strategies into direct and indirect competitors.

1973: Henry Mintzberg, The Nature of Managerial Work—expands the view of managerial work by observing and categorizing what managers actually do.

1974: Ken Thomas and Ralph Kilmann, The Thomas-Kilmann Conflict Mode Instrument—measures conflict situations along two dimensions (assertiveness and cooperativeness) along with five options for resolving conflict including competing, accommodating, avoiding, compromising, and collaborating.

1974: Robert House and Terence Mitchell, Path Goal Theory of Leadership—examines how leader behavior can clarify paths to goals that subordinates value, and, in so doing gains increased acceptance from subordinates.

1974: Ralph Stogdill, Handbook of Leadership: A Survey of the Literature—identifies the major traits (e.g., decisive, dependable) and skills (e.g., intelligent, creative) of managers based on previous research studies.

1974: Chris Argyris and Donald Schön, Theory in Practice: Increasing Professional Effectiveness—examines “organizational learning” practices from a perspective other than Carnegie Mellon.

1975, 1981: Oliver E. Williamson, Markets and Hierarchies: Analysis and Antitrust Implications (1975) and The Economics of Organization: The Transaction Cost Approach (1981)—shows that “transactions” go beyond buying and selling to include a variety of behaviors such as emotional interactions and informal gift giving; transaction costs are influenced by factors including frequency, specificity, uncertainty, bounded rationality, and opportunistic behavior; formulate the basis of the “make vs. buy” decision.

1976: J. Richard Hackman and Greg R. Oldham, “Motivation Through the Design of Work: Test of a Theory” ( Organizational Behavior and Human Performance, Vol. 17, No. 2)—presents a job characteristics model that includes employee psychological states, task characteristics that arouse [Page 939]these psychological states, feedback, and employee growth need strength (based on higher order needs from A. Maslow).

1976: Derek S. Pugh and David J. Hickson, Organizational Structure in Its Context: The Aston Programme I (and subsequent series of empirical findings from the Aston Program)—systematically analyzes dimensions of organizational structure applicable to all organizations.

1977: Rosabeth Moss Kanter, Men and Women of the Corporation—reveals a workplace dominated by men with women caught in a cycle of powerlessness largely determined by corporate structure.

1977: Albert Bandura, Social Learning Theory— shows that learning derives from observation and modeling; that mental processes are a critical component (in contrast to purely behavioral approaches) and that learning can occur even though the learned behaviors are not immediately exhibited. Also “Self-Efficacy: Toward a Unifying Theory of Behavioral Change” ( Psychological Review, Vol. 84, No. 2)— identifies self-efficacy, a person’s belief that he or she can be successful in a particular situation, as a major factor in changing behavior.

1977: B. J. Calder, “An Attribution Theory of Leadership” (in New Directions in Organizational Behavior, edited by Staw and Salancik)—posits that leadership is an attribution that people make rather than a set of traits or behaviors.

1977: Michael Hannan and John Freeman, “The Population Ecology of Organizations” ( American Journal of Sociology, Vol. 82, No. 5)—examines dynamic changes within a set of organizations, statistically investigating organizational birth and mortality as well as emerging organizational forms in a longitudinal fashion.

1977: John Meyer and Brian Rowan, “Institutional Organizations: Formal Structure as Myth and Ceremony” ( American Journal of Sociology, Vol. 83, No. 2)—perhaps the first article in making institutional theory salient, focuses on social pressures rather than “rational-economic” behavior in determining organizational practices.

1978: Chris Argyris and Don Schön Organizational Learning: A Theory of Action Perspective—distinguishes between single-loop and double-loop learning—the former refers to corrective actions required to maintain homeostasis, whereas double-loop learning examines the assumptions and values of the actions taken.

1978: Jeffrey Pfeffer and Jerry Salancik, The External Control of Organizations: A Resource Dependence Perspective—advances the idea that resource exchange is necessary for organizational survival, and acquiring resources can result in organizational competition and unequal, dynamic interdependencies since the supply of resources is finite.

1979: Gibson Burrell and Gareth Morgan, Sociological Paradigms and Organizational Analysis—examines fundamental sociological approaches that underlie ways of thinking about organizations; proposes four major paradigms: radical humanist, functionalist, radical structuralist, and interpretive.

1979: Daniel Kahneman and Amos Tversky publish “Prospect Theory: An Analysis of Decisions Under Risk” ( Econometrica, Vol. 47, No. 2)—argues that decision makers examine potential losses and gains rather than the overall decision outcome; also examines the heuristics used to evaluate potential losses and gains.

1979: Anthony Giddens, Central Problems in Social Theory: Action, Structure, and Contradiction in Social Analysis—considers the concept of action in the context of structural components of social institutions; attempts to resolve the long-standing agency-structure quandary in social analysis.

1980: Michael Porter, Competitive Strategy— develops Hunt’s (1972) concept of strategic groups arguing that such groups create mobility barriers that function like entry barriers except they are created within industry groups; seminal work on strategy considers generic strategies and competitive forces (rivalry among existing competitors, new entrants, buyers, suppliers, and substitute products or services) that contribute to the profitability on an industry.

1980: R. Revans, Action Learning: New Techniques for Management—allows learners to reflect and review their own experiences and behaviors as a basis for making improvements.

1980: Geert Hofstede, Culture’s Consequences: International Differences in Work-Related Values— summarizes the results of a major survey of IBM [Page 940]employees’ cultural values conducted between 1967 and 1973; the primary dimensions of national cultural values include power distance, individualism, uncertainty avoidance, and masculinity/femininity; widely used in international human resource management.

1981: Lawrence Kohlberg, The Philosophy of Moral Development: Moral Stages and the Idea of Justice ( Essays on Moral Development, Vol. 1)—examines preconventional, conventional, and postconventional levels of moral development, each having distinct stages. Justice is a central characteristic of moral reasoning.

1981: William G. Ouchi, Theory Z: How American Management Can Meet the Japanese Challenge— argues that American companies should employee Japanese-style management techniques, the essence of which is a unique way of managing people (e.g., staff development, consensual decision making); based on McGregor’s Theory X and Theory Y as well as Abraham Maslow’s Theory Z.

1981: Roger Fisher and William Ury, Getting to Yes: Negotiating Agreement Without Giving In— espouses principled negotiation, a method that seeks win-win agreements between negotiators.

1982: W. Edwards Deming, Out of the Crisis—presents an approach to a total quality management system for improving quality, productivity, and competitiveness.

1983: Robert E. Quinn and J. A. Rohrbaugh, “A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis” ( Management Science, Vol. 29, No. 3)— develops the competing values framework in relation to organizational effectiveness consisting of two dimensions: organizational focus (internal vs. external) and stability/control versus flexibility/change.

1983: Teresa Amabile, The Social Psychology of Creativity: A Componential Conceptualization— identifies three necessary and sufficient conditions for creativity: domain-relevant skills, creativity-relevant skills, and task motivation; examines the impact of personality, cognitive ability, and social factors.

1984: Eliyahu Goldratt and Jeff Cox, The Goal—advances a theory of constraints (“a chain is no stronger than its weakest link”) through a fictional account of UniCo Manufacturing.

1984: Anthony Giddens, The Constitution of Society: Outline of the Theory of Structuration— explores the extent to which individual or social forces shape our reality; all human action occurs against the backdrop of a social structure that shapes and is shaped by such action.

1984: R. Edward Freeman, Strategic Management: A Stakeholder Approach—argues, in contrast to the traditional shareholder view of the firm, that stakeholders (“those groups without whose support the organization would cease to exist”) need to be considered as well.

1985: Chris Argyris, Robert Putnam, and Diana McLain Smith, Action Science: Concepts, Methods and Skills for Research and Intervention—argues that research should be useful in solving practical problems.

1985: Michael Tushman and Elaine Romanelli, “Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation” ( Research in Organizational Behavior, Vol. 7)— presents a model of organizational evolution that examines forces for stability, forces for change, and the role that executive leadership plays in these processes.

1985: Edward Deci and Richard Ryan publish Intrinsic Motivation and Self-Determination in Human Behavior, the first comprehensive statement of self-determination theory—proposes that humans have an intrinsic tendency to behave in effective and healthy ways.

1985: Mark Granovetter, “Economic Action and Social Structure: The Problem of Embeddedness” ( American Journal of Sociology, Vol. 91, No. 3)—examines the embeddedness of economic actions in structures of social relations in industrial society.

1985: Michael Porter publishes Competitive Advantage: Creating and Sustaining Superior Performance—shows how firms leverage a combination of attributes and resources across a “value-chain” enabling the firm to outperform other firms in the industry.

1985: Stuart Albert and David Whetten, Organizational Identity (in Research in Organizational Behavior, Vol. 7, edited by Cummings and Staw)— introduces thinking about elements of an organization that are believed to be central, enduring, and distinctive.

1986: Bill Smith, Motorola Corporation—develops the Six Sigma methodology as a way to count quality defects in manufacturing based on conceptual developments at Motorola begun in the 1970s; six sigma quality standard is fewer than 3.4 defects per million parts or opportunities; widely used as a tool for quality improvement as well as reducing costs.

1986: Michael Tushman and P. Anderson, “Technological Discontinuities and Organizational Environments” ( Administrative Science Quarterly, Vol. 31, No. 3)—examines the impact of technological discontinuities on different industries; technological evolution has long periods of incremental change followed by competency-destroying or competency-enhancing discontinuities.

1986: J. M. Juran, “The Quality Trilogy: A Universal Approach to Managing for Quality” ( Quality Progress, Vol. 19, No. 8)—argues that “quality does not happen by accident”; gave rise to the quality trilogy: Quality planning, quality control, and quality improvement.

1987: Randall Schuler and Susan Jackson, “Linking Competitive Strategies With Human Resource Management Practices” ( Academy of Management Executive, Vol. 1, No. 3)—argues that employee role behaviors mediate the relationship between a firm’s strategy and performance.

1987: Marvin R. Weisbord, Productive Workplaces: Organizing and Managing for Dignity, Meaning, and Community—provides a foundation for large-group interventions, an important form of organizational change.

1987: David L. Cooperrider and Suresh Srivastva, “Appreciative Inquiry in Organizational Life” (in Research in Organizational Change and Development, Vol. 1, edited by W. Pasmore and R. Woodman)—first introduces appreciative inquiry and its underlying philosophy as a new approach to intervention.

1989: Blake Ashforth and Fred Mael, “Social Identity and the Organization” ( Academy of Management Review, Vol. 14, No. 1)—argues that people categorize themselves and others into categories (e.g., organizational membership, age, gender) and that social classification permits people to locate themselves in a social environment.

1989: Warren Bennis, On Becoming a Leader— offers a unique view of leadership as self-development coupled with passion and building trust among followers.

1989: Andrew Van de Ven, Harold Angle, and Marshall Scott Poole, Research on the Management of Innovation—reveals that the stages of innovation from invention to implementation do not follow a straightforward set of stages, suggesting a higher level of complexity to this process than previously believed.

1989: David Whetten, “What Constitutes a Theoretical Contribution?” ( Academy of Management Review, Vol. 14, No. 4)—offers a look into the building blocks of theory, assessing the value added by theoretical constructs and judging theoretical papers in the organizational sciences.

1990: C. K. Prahalad and Gary Hamel, “The Core Competence of the Corporation” ( Harvard Business Review, Vol. 68, No. 3)—coins the term core competence and showed this concept as the basis for corporate competitiveness.

1990: Edgar H. Schein, Career Anchors—identifies eight major career themes (e.g., autonomy/independence, general managerial competence) that tend to keep employees anchored to their primary theme that emerges from life and occupational experience.

1990: Peter Senge, The Fifth Discipline—popularizes the concept of the learning organization based on five disciplines: systems thinking, personal mastery, mental models, shared vision, and team learning.

1990: Michael Porter, Competitive Advantage of Nations—examines the role played by a country’s economic environment in relation to success of firms in different industries; his diamond model includes firm strategy, structure, and rivalry; demand conditions (expectations of customers); related and supporting industries; and factor conditions (key production factors are created not inherited).

1991: Walter W. Powell and Paul J. DiMaggio, eds., The New Institutionalism in Organizational Analysis—examines the institutional approach to organizational analysis from a sociological perspective; going beyond economic approaches the institutional model shows how institutions interact and how these interactions affect society.

1992: Robert Kaplan and David Norton, The Balanced Scorecard—builds on the work of consultant Arthur Schneiderman of Analog Devices to present a comprehensive management control and performance measurement system that examines strategic success factors in addition to traditional financial measures affecting a firm’s performance.

1992: Ronald S. Burt, Structural Holes: The Social Structure of Competition—introduces and applies social network analysis to the understanding patterns of relationships among individuals and organizations.

1993: Michael Hammer and James Champy, Reengineering the Corporation: A Manifesto for Business Revolution—advances the idea that business processes should be reengineered to eliminate activities that do not add value and redesign core processes that support the organization’s mission.

1993: Jeffrey Pfeffer, “Barriers to the Advancement of Organizational Science: Paradigm Development as a Dependent Variable” ( Academy of Management Review, Vol. 18, No. 4)—argues that organizational science is not well developed paradigmatically; examines how certain values (e.g., theoretical and methodological diversity) have slowed scientific progress.

1995: Mark Huselid, “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance” ( Academy of Management Journal, Vol. 38, No. 3)—demonstrates the impact of high performance work systems on employee behavior and corporate financial performance.

1995: Denise Rousseau, Promises in Action: Psychological Contracts in Organizations— conceptualizes the psychological contract (originally used by Argyris in 1960) as the beliefs that employees hold about their employment relationship that becomes relatively stable over time.

1995: Daniel Goleman, Emotional Intelligence: Why Can It Matter More Than IQ—suggests that emotions should be given a greater role in human behavior, decision making, and individual success.

1996: Gary Hamel and C. K. Prahalad, Competing for the Future—redefines corporate strategy, indicating that companies need to develop a view of the future based on industry foresight to create a new competitive space.

1996: John Kotter, Leading Change—develops an eight-step model of planned change that has guided change efforts for years; examines the profound significance of leaders in the change process.

1997: Clayton Christensen, The Innovator’s Dilemma: When New Technologies Causes Existing Firms to Fail—shows how a company’s successes and competencies can create barriers to coping with changing technologies and markets.

2000: Anne Huff, “Changes in Organizational Knowledge Production” ( Academy of Management Review, Vol. 25, No. 2)—reveals how the knowledge explosion has challenged business school teaching and research.

2001: Sara Rynes, Jean Bartunek, and Richard Daft, “Across the Great Divide” ( Academy of Management Journal, Vol. 44, No. 2)—lays out boundaries differentiating academic and practitioner approaches to knowledge as well as strategies for overcoming them.

2001: James Collins, Good to Great—describes the reasons that some companies excel while others do not; “Level 5 Leadership” ( Harvard Business Review, Product 5831)—contributes to enduring greatness by blending humility and resolve to do what is best for the company.

2002: Michael Hitt, R. Duane Ireland, Michael Camp, and Donald Sexton, Strategic Entrepreneurship: Creating a New Mindset— identifies how firms can identify entrepreneurial opportunities by focusing on the most promising prospects and exploiting them using a strategic business plan.

2003: Kim Cameron, Jane Dutton, and Robert E. Quinn, “Positive Organizational Scholarship” (Journal of Management Inquiry, V01.17, No. 1)— provides a framework for and highlights the effects [Page 943]of positive, enriching organizational dynamics that give rise to extraordinary outcomes.

2004: C. K. Prahalad, The Fortune at the Bottom of the Pyramid—shows how the billions of poor people in the world represent a great, untapped market; serving this population helps companies and helps the economic aspirations of those being served.

2004: Henry Mintzberg, Managers Not MBAs: A Hard Look at the Soft Practice of Management and Management Development—offers a critique of management education revealing how MBA programs are ineffectual in training practicing managers; suggests a new paradigm to increase managerial effectiveness.

2005: Sumantra Ghoshal, “Bad Management Theories Are Destroying Good Management” ( Academy of Management Learning and Education, Vol. 4, No. 1)—shows how academic business and management research have had a negative impact on practice stemming from the ideas and assumptions that have guided research.

2006: Jeffrey Pfeffer and Robert Sutton, Hard Facts, Half-Truths, and Total Nonsense: Profiting From Evidence-Based Management—shows how many accepted management truisms are not only incorrect but, when used by managers, may actually harm the organization; argues for a new model based on evidence.

2007: Eric Kessler and James Bailey, Handbook of Organizational and Managerial Wisdom—proposes a framework for reconciling management theory with fundamental philosophical principles.

2007: Andrew Van de Ven, Engaged Scholarship— proposes a participative and collective form of scholarship that transcends the capability of individual researchers.