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Academy of Management
The Academy of Management is the oldest and largest scholarly professional management association in the world. Founded in 1936 by professors Charles L. Jamison and William N. Mitchell, the academy was formed to create and exchange knowledge about the discipline of management. Broadly defined, this diverse field ranges from the study of organizational processes, structures, and behaviors to the examination of environmental, cultural, industrial, and economic factors that affect organizations and their employees.
Located at Pace University and the Lubin School of Business in New York, the Academy of Management is a member-driven association led by a 16-member board of governors, elected by voting members of the academy. Committees and task forces are appointed by the president of the academy to carry out services and conduct projects for the association.
The Academy of Management has 24 professional divisions and interest groups, and members belong to a minimum of 2 of these groups. The divisions with the most (i.e., more than 2,500) active members include Organizational Behavior; Business Policy and Strategy; Organization and Management Theory; Human Resources; Organizational Development and Change; and International Management. Liaisons communicate between the board and the academy's committees, task forces, divisions, and interest groups.
Membership
The Academy of Management comprises more than 15,700 members from 90 countries. Its membership includes researchers from colleges, universities, and research organizations, as well as practitioners who work in businesses, government agencies, and not-for-profit organizations. Although there are no requirements to become a member, those interested in joining the academy must apply to one of four membership categories: (a) academic (e.g., researcher, teacher); (b) executive (e.g., management, consultant); (c) student; and (d) emeritus (i.e., member for at least 10 years prior to retirement). A majority of the membership is in the academic category.
Mission
The mission of the Academy of Management is to enhance the profession of management by advancing the scholarship and enriching the professional development of its members. The academy is also dedicated to shaping management research and education. Several core values guide the achievement of this mission: (a) to conduct and share high-quality research, teaching, and practical applications of management; (b) to promote and encourage ethical conduct in activities pertaining to management research, teaching, and practice; (c) to foster an environment that respects diverse points of view; (d) to encourage members to share their knowledge of management and new developments in the field with members located in different institutions and countries; and (e) to build opportunities for professional collaboration and networking to advance the field.
Functions
The Academy of Management sponsors a number of activities in pursuit of its mission. Each year, the academy holds an annual meeting, which is attended by more than 6,000 people. This meeting provides a setting in which to share research and expertise in all disciplines of management via invited papers, competitive paper sessions, panel discussions, symposia, workshops, eminent speakers, and special sessions for doctoral students.
In addition, the Academy of Management publishes a variety of management-related periodicals. Among these publications are four scholarly journals: (a) Academy of Management Learning and Education, (b) Academy of Management Journal, (c) Academy of Management Review, and (d) Academy of Management Executive. The Academy of Management also publishes a newsletter and a best papers proceedings CD from its annual meeting. Each division within the academy disseminates newsletters for its members, as well.
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- Foundations: History
- Army Alpha/Army Beta
- Hawthorne Studies/Hawthorne Effect
- History of Industrial/Organizational Psychology in Europe and the United Kingdom
- History of Industrial/Organizational Psychology in North America
- History of Industrial/Organizational Psychology in Other Parts of the World
- Human Relations Movement
- Project A
- Scientific Management
- Scientist-Practitioner Model
- Unions
- Foundations: Ethical and Legal Issues
- Adverse Impact/Disparate Treatment/Discrimination at Work
- Affirmative Action
- Age Discrimination in Employment Act
- Americans with Disabilities Act
- Bona Fide Occupational Qualifications
- Civil Rights Act of 1964, Civil Rights Act of 1991
- Comparable Worth
- Corporate Ethics
- Corporate Social Responsibility
- Employment at Will
- Equal Pay Act of 1963
- Ethics in Industrial/Organizational Practice
- Ethics in Industrial/Organizational Research
- Family and Medical Leave Act
- Glass Ceiling
- Labor Law
- National Institute for Occupational Safety and Health/Occupational Safety and Health Administration
- Race Norming
- Sexual Discrimination
- Sexual Harassment at Work
- Stereotyping
- Test Security
- Uniform Guidelines on Employee Selection Procedures
- Workplace Accommodations for the Disabled
- Foundations: Research Methods
- Benchmarking
- Case Study Method
- Competency Modeling
- Content Coding
- Critical Incident Technique
- Cross-Cultural Research Methods and Theory
- Experimental Designs
- Focus Groups
- Lens Model
- Linkage Research and Analyses
- Longitudinal Research/Experience Sampling Technique
- Meta-Analysis
- Naturalistic Observation
- Nonexperimental Designs
- Organizational Surveys
- Policy Capturing
- Program Evaluation
- Qualitative Research Approach
- Quantitative Research Approach
- Quasi-experimental Designs
- Sampling Techniques
- Simulation, Computer Approach
- Survey Approach
- Verbal Protocol Analysis
- Foundations: Measurement Theory and Statistics
- Classical Test Theory
- Confidence Intervals/Hypothesis Testing/Effect Sizes
- Construct
- Criterion Theory
- Descriptive Statistics
- Differential Item Functioning
- Factor Analysis
- Generalizability Theory
- Incremental Validity
- Inferential Statistics
- Item Response Theory
- Measurement Scales
- Measures of Association/Correlation Coefficient
- Moderator and Mediator Variables
- Multilevel Modeling
- Multilevel Modeling Techniques
- Multitrait–Multimethod Matrix
- Nomological Networks
- Normative versus Ipsative Measurement
- Reliability
- Statistical Power
- Structural Equation Modeling
- Utility Analysis
- Validation Strategies
- Validity
- Industrial Psychology: Understanding and Assessing Individual Differences
- Affective Traits
- Big Five Taxonomy of Personality
- Biographical Data
- Cognitive Abilities
- Cognitive Ability Tests
- Computer Assessment
- Core Self-Evaluations
- Emotional Intelligence
- Employment Interview
- Genetics and Industrial/Organizational Psychology
- Graphology
- Gravitational Hypothesis
- Hardiness
- Impression Management
- Individual Assessment
- Individual Differences
- Integrity Testing
- Job Knowledge Testing
- Letters of Recommendation
- Locus of Control
- Machiavellianism
- Motivational Traits
- Need for Achievement, Power, and Affiliation
- Optimism and Pessimism
- Personality
- Personality Assessment
- Physical Performance Assessment
- Practical Intelligence
- Protestant Work Ethic
- Self-Esteem
- Situational Judgment Tests
- Standardized Testing
- Stereotype Threat
- Trainability and Adaptability
- Type A and Type B Personalities
- Work Samples
- Work Values
- Industrial Psychology: Employment, Staffing, and Career Issues
- Dictionary of Occupational Titles
- Applicant/Test-Taker Reactions
- Banding
- Career Development
- Careers
- Compensation
- Credentialing
- Dirty Work
- Drug and Alcohol Testing
- Electronic Human Resources Management
- Employee Selection
- Executive Selection
- Exit Survey (Exit Interview)
- Expatriates
- Gainsharing and Profit Sharing
- Gay, Lesbian, and Bisexual Issues at Work
- Human Resources Strategy
- Job Advertisements
- Job Analysis
- Job Analysis Methods
- Job Choice
- Job Description
- Job Evaluation
- Job Search
- Job Typologies
- Occupational Information Network (O*NET)
- Older Worker Issues
- Person–Environment Fit
- Person–Job Fit
- Person–Organization Fit
- Person–Vocation Fit
- Placement and Classification
- Prescreening Assessment Methods for Personnel Selection
- Realistic Job Preview
- Recruitment
- Recruitment Sources
- Retirement
- Selection Strategies
- Selection: Occupational Tailoring
- Succession Planning
- Underemployment
- Industrial Psychology: Developing, Training, and Evaluating Employees
- 360-Degree Feedback
- Assessment Center
- Assessment Center Methods
- Distance Learning
- Diversity Training
- Electronic Performance Monitoring
- Employee Assistance Program
- Executive Coaching
- Feedback Seeking
- Frame-of-Reference Training
- Leadership Development
- Mentoring
- Organizational Socialization
- Organizational Socialization Tactics
- Performance Appraisal
- Performance Appraisal, Objective Indexes
- Performance Appraisal, Subjective Indexes
- Performance Feedback
- Rating Errors and Perceptual Biases
- Self-Fulfilling Prophecy: Pygmalion Effect
- Socialization: Employee Proactive Behaviors
- Training
- Training Evaluation
- Training Methods
- Training Needs Assessment and Analysis
- Transfer of Training
- Industrial Psychology: Productive and Counterproductive Employee Behavior
- Contextual Performance/Prosocial Behavior/Organizational Citizenship Behavior
- Counterproductive Work Behaviors
- Counterproductive Work Behaviors, Interpersonal Deviance
- Counterproductive Work Behaviors, Organizational Deviance
- Creativity at Work
- Customer Satisfaction with Services
- Cyberloafing at Work
- Innovation
- Integrity at Work
- Job Performance Models
- Organizational Retaliatory Behavior
- Theft at Work
- Time Management
- Violence at Work
- Whistle-Blowers
- Withdrawal Behaviors, Absenteeism
- Withdrawal Behaviors, Lateness
- Withdrawal Behaviors, Turnover
- Workplace Incivility
- Industrial Psychology: Motivation and Job Design
- Action Theory
- Control Theory
- Empowerment
- Expectancy Theory of Work Motivation
- Goal-Setting Theory
- Human–Computer Interaction
- Incentives
- Intrinsic and Extrinsic Work Motivation
- Job Characteristics Theory
- Job Design
- Job Involvement
- Job Rotation
- Job Sharing
- Need Theories of Work Motivation
- Path–Goal Theory
- Positive Psychology Applied to Work
- Self-Concept Theory of Work Motivation
- Self-Efficacy
- Self-Regulation Theory
- Social Cognitive Theory
- Telecommuting
- Theory of Work Adjustment
- Two-Factor Theory
- Work Motivation
- Workaholism
- Industrial Psychology: Leadership and Management
- Abusive Supervision
- Behavioral Approach to Leadership
- Charismatic Leadership Theory
- Employee Grievance Systems
- Global Leadership and Organizational Behavior Effectiveness Project
- Implicit Theory of Leadership
- Judgment and Decision-Making Process
- Judgment and Decision-Making Process: Advice Giving and Taking
- Judgment and Decision-Making Process: Heuristics, Cognitive Biases, and Contextual Influences
- Leader–Member Exchange Theory
- Leadership and Supervision
- Least Preferred Coworker Theory
- Life-cycle Model of Leadership
- Normative Models of Decision Making and Leadership
- Reinforcement Theory of Work Motivation
- Situational Approach to Leadership
- Spirituality and Leadership at Work
- Trait Approach to Leadership
- Transformational and Transactional Leadership
- Trust
- Industrial Psychology: Groups, Teams, and Working with Others
- Conflict at Work
- Conflict Management
- Diversity in the Workplace
- Group Cohesiveness
- Group Decision-Making Quality and Performance
- Group Decision-Making Techniques
- Group Development
- Group Dynamics and Processes
- Groups
- Groupthink
- Input–Process–Output Model of Team Effectiveness
- Intergroup Relations
- Interpersonal Communication
- Interpersonal Communication Styles
- Justice in Teams
- Meetings at Work
- Negotiation, Mediation, and Arbitration
- Networking
- Social Exchange Theory
- Social Loafing
- Social Norms and Conformity
- Social Support
- Team Building
- Team Mental Model
- Team-Based Rewards
- Virtual Teams
- Workplace Romance
- Industrial Psychology: Employee Well-Being and Attitudes
- Affective Events Theory
- Attitudes and Beliefs
- Boredom at Work
- Emotional Burnout
- Emotional Labor
- Emotions
- Eustress
- Job Satisfaction
- Job Satisfaction Measurement
- Job Security/Insecurity
- Mood
- Morale
- Organizational Commitment
- Organizational Cynicism
- Organizational Justice
- Psychological Contract
- Quality of Work Life
- Role Ambiguity
- Role Conflict
- Role Overload and Underload
- Stress, Consequences
- Stress, Coping and Management
- Stress, Models and Theories
- Theory of Reasoned Action/Theory of Planned Behavior
- Union Commitment
- Work–Life Balance
- Industrial Psychology: Organizational Structure, Design, and Change
- Attraction–Selection–Attrition Model
- Automation/Advanced Manufacturing Technology/Computer-Based Integrated Technology
- Balanced Scorecard
- Compressed Workweek
- Downsizing
- Entrepreneurship
- Flexible Work Schedules
- Globalization
- High-Performance Organization Model
- Learning Organizations
- Mergers, Acquisitions, and Strategic Alliances
- Organizational Behavior
- Organizational Behavior Management
- Organizational Change
- Organizational Change, Resistance to
- Organizational Climate
- Organizational Communication, Formal
- Organizational Communication, Informal
- Organizational Culture
- Organizational Development
- Organizational Image
- Organizational Politics
- Organizational Sensemaking
- Organizational Structure
- Outsourcing
- Shiftwork
- Sociotechnical Approach
- Strategic Planning
- Survivor Syndrome
- Terrorism and Work
- Theory of Action
- Total Quality Management
- Virtual Organizations
- Workplace Injuries
- Workplace Safety
- Professional Organizations and Related Fields
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