Forbes: What to Look for When Building Out Your Entrepreneurial Dream Team

The most successful startups include people with varied skillsets who have a shared passion and vision for the project.

Remote Report: Why Small Talk Should Be a Part of Your Remote Workplace

Small talk boosts employees’ daily positive social emotions.

Business Insider Japan: How Leaders Should Talk About Their Vision

AMJ researchers reveal the value to companies of communicating goals and vision throughout an organization.

Management Today: 5 Signs of a Narcissistic Leader

And what to do when you spot them.

Fourteen Inducted Into AOM Fellows for 2021

The Fellows Group recognizes and honors AOM members who have made significant contributions to the science and practice of management.

Mirage News: Boosting Marginalized Voices Helps Self, Others

According to a forthcoming AMJ article, researchers show that amplified ideas were rated as higher quality than when those same ideas were not amplified.

The Economist: Can Human Creativity Prevent Mass Unemployment?

In a new paper in the Academy of Management Annals, five academics examine the idea of crafts as a way of remaking the organisation of work; the concept of craft emphasises the human touch and individual judgment.

Lab Manager: How Others’ Big Successes Motivate Us to Improve

Stories about fellow employees going above and beyond drives people to achieve success

Insight: You May Work With a Narcissist

AMP research suggests that colleagues with narcissistic traits will also be very manipulative and controlling.

Cambridge Network: New Study Investigates Timeless ‘Craft’

A new Annals study suggests that the concept of “craft” is better understood as a timeless alternative approach to any type of work in this era of machine learning.

BBN Times: How To Become A More Humble Leader

Per an AMJ paper, humble leaders actually embolden individuals to aspire to their highest potential and enables them to make the incremental improvements necessary to progress toward that potential.

AMP offers new virtual paper development workshop

This workshop is a unique opportunity for management scholars to develop their work for possible publication in Academy of Management Perspectives. Submissions Deadline: 10 May 2021.

Resisting the Urge to Merge

While news of potential mergers titillates investors and excites reporters, too often the employees aren’t feeling the same buzz.

Fast Company: 5 Warning Signs Your Remote Worker May Be Getting Ready To Quit

AMD researchers: how quickly an employee responds or doesn’t respond can be correlated with their likelihood for leaving.

Inc.: Mark Cuban and Steve Jobs Agree That Everything You Know About ‘Finding Your Passion’ Is Wrong

According to an AOM Journal study, while most people assume that entrepreneurial passion drives entrepreneurial effort, the reverse is also true: Entrepreneurial passion increases with effort.

Mint Lounge: The benefits of small talk, even on Zoom calls

According to the researchers, "On days workers made more small talk than usual, they experienced more positive emotions and were less burned out."

A Look at Businesses That Focus on Voyeurism

Businesses that offer voyeuristic products and services strive to achieve just the right levels of perceived authenticity and transgression to engage and grow their audiences.

Is Your Organization a Great Place for Bullies to Work?

Le Monde: Emmanuel Faber's commitment to CSR may well have also attracted … activist investors

Professor of strategy Georg Wernicke remarks that companies displaying their social responsibility can quickly become prey for the media and investors in search of optimization.

Nonprofit Quarterly: Navigating Succession - Four Exiting CEO Mindsets

The hypo-generative CEO has little commitment to developing the next generation of leaders. The generative CEO has a strong need to develop the next generation of leaders but has little need to control the succession process. The hyper-generative CEO has a strong commitment to developing the next company leader and a strong need to control the succession outcome. The anti-generative CEO has little commitment to developing the next round of leadership.