Divisions and Interest groups (DIGs) reflect a broad range of member interests within 26 management disciplines. They provide collective relationships among members within a particular subject area who share similar aspects of research, interests and professional scholarship. Each DIG offers a specific range of services, educational sessions and social events at the Annual Meeting. DIG websites offer resources such as professional development opportunities, recognition programs, and member communications specific to each DIG.
An AOM Membership allows you to join two Divisions and/or Interest Groups. Consider expanding your network and research partners by adding another DIG. Log into your Member Profile and add a DIG today.
The Careers Division is a professional Division whose purpose is the development or improvement of members' capabilities for research and instruction of the public on the subject of careers and the significance of careers to the study and practice of management. CAR fosters on the general advancement of research, learning, teaching, and practice in the career field of to encourage the extension and unification of knowledge, thereby enhancing the practice of management. The Division meets at the AOM Annual Meeting to present public discussion groups, fora, panels, lectures, workshops, and similar programs.
Careers supports research, teaching, and practice focused on people's lifelong succession of work experiences, the structure of opportunity to work, and the relationship between careers and other aspects of life. Major topics include: individual career development; career management strategies; career planning; career outcomes (success, plateauing, derailment); relationships between human resource systems and careers; life cycle interactions with work; race, culture, and gender effects on careers; labor force diversity; internal labor market structures and functions; cross-cultural careers; and effects of demographic and social changes on work.
The Conflict Management Division supports research, teaching and practice in the areas of conflict, power, and negotiation.
Conflict Management focuses on the nature and management of conflicts at the individual, group, organizational, interorganizational and societal level; power processes including influence, coalitions, coercion, deterrence, and persuasion; bargaining and negotiation, negotiator characteristics and behaviors; collaboration and competition; third party interventions (such as facilitation, arbitration, mediation); distributive and procedural justice and dispute resolution procedures. Major topics include application of the above conceptual foci to a wide variety of contexts including team interactions, intercultural relations, organizational diversity, labor relations, workplace disputes, community conflict and public policy development.
The Critical Management Studies Division promotes the expression of views critical of unethical management practices and the exploitative social order. CMS believes that the structural features of contemporary society, such as the profit imperative, patriarchy, racial inequality, and ecological irresponsibility often turn organizations into instruments of domination and exploitation. Driven by a shared desire to change this situation, CMS aims in their research, teaching, and practice to develop critical interpretations of management and society and to generate radical alternatives. Their critique seeks to connect the practical shortcomings in management and individual managers to the demands of a socially divisive and ecologically destructive system within which managers work.
Critical Management Studies is characterized by skepticism concerning the morality and social and ecological sustainability of prevailing forms of organization. The Division promotes management research and education which is dedicated to interrogate relations of power and control and giving voice to marginal and oppressed voices.
The CTO Division primarily encourages professional scholarship in the fields of organizational communication and information systems among members. The specific domain CTO deals with the study of behavioral, economic, and social aspects of communication and information systems within and among organizations or institutions.
Communication, Digital Technology, and Organization promotes an interdisciplinary approach to further the understanding of the behavioral, social, and economic processes at the intersection of communication, technology, and organizing. CTO emphasizes communication topics that reflect changes in the contemporary nature of work enabled through the use of mainstream and emerging technologies and systems. It constitutes a vibrant, inclusive, and intellectually stimulating community, open to scholars from a wide range of disciplines, theoretical frameworks, and research methods, who are conducting novel and cutting-edge research based on rigorous and creative scholarship. Major topics of interest integrate some combination of communication, technology, and organizing and include: artificial intelligence; changing nature of work; computational and data science; knowledge work on digital platforms; digital transformation; distributed and virtual work; IT diffusion and infrastructure; new organizational forms such as global teams, online communities, and digital social networks; organizational change; organizational design and strategy; organizational innovation; platform governance; processes of digitalization; the quantified self; sharing economy; user-generated content and social media.
The Diversity, Equity and Inclusion Division is a professional Division whose primary purpose is the development and improvement of member's capabilities for research and teaching on the subjects of gender and diversity in organizations and to promote understanding of the significance of these topics to the study and practice of management. The Division provides an outlet for scholarly work on gender and diversity in organizations.
Diversity, Equity, and Inclusion focuses on the content relating to gender and diversity within and outside organizational boundaries including cultural, societal, and worldwide levels, and to the influence of group relations on the structuring of societies and the production of knowledge. Major topics include the theory and research on: gender and its intersections with race, class, and other institutionalized systems of power; the impact of group diversity on well-being and effectiveness at individual, group, and organizational levels of analysis; the impact of occupational and organizational structures on marginalized and dominant groups; experiences of members of different social groups, including (but not limited to) groups differentiated by gender, race, ethnicity, class, sexual orientation, gender identity, gender expression, nationality, religion, culture, (dis)ability, and age; the impact of organizational policies, practices, and discourses on dominant and marginalized groups, including critical examination of seemingly neutral assumptions underlying such policies, practices, and discourses, and their differential impact on these groups; the intersection of work, family, and community in relation to one's social position; institutional and structural barriers to equality and equity across social groups; processes of change that create and foster inclusion, whether from external interventions or from individuals within groups or organizations; the impact of cultural, societal, and national diversity on workers and the workplace; diversity in academia, in general, and in the field of organization studies in particular; cross-national comparative approaches to all of the above.
The Entrepreneurship Division welcomes researchers, teachers, Ph.D. students, consultants, entrepreneurs and anyone else who shares the mission of growing entrepreneurship scholarship. ENT meets once a year at the AOM Annual Meeting with a number of exciting pre-conference workshops, an extensive conference program that focuses on the latest entrepreneurship research, and a number of social activities aimed at fostering networking and exchange of ideas. ENT also has an annual meeting in mid-February that focuses on governance issues for the Division. Anyone interested in becoming involved to assist in improving the Division is welcome to attend. Our website highlights a number of conferences, research awards, teaching innovations, Ph.D. opportunities and other activities that help to foster a sense of community as we work together to grow entrepreneurship scholars.
Entrepreneurship promotes the scholarship and advances in the field of entrepreneurship; that is, in the purposeful activity of initiating, developing, and maintaining an enterprise. Major topics of interest include: new venture opportunities, strategies, and resources; ecological influences on new ventures; the owner-manager; the relationship between entrepreneurship and economic development; family business; corporate entrepreneurship; international entrepreneurship; the actors, actions, resources, environmental influences and outcomes associated with the emergence of entrepreneurial opportunities and/or new economic activities in multiple organizational contexts, and the characteristics, actions, and the challenges of owner-managers and their businesses.
The Health Care Management Division (HCM) is dedicated to understanding the role of professionals and organizations in providing health care both locally and internationally. Healthcare management research is a rapidly growing field in need of active scholars. It is a rich research environment with data available on thousands of organizations and millions of leaders, managers, employees, professionals and customers. Major focuses of research by Divisional members include: the performance of healthcare workers and organizations; public policy issues, such as access to care, competition, cost control and quality of care, and their implications for managing health care organizations; health care finance and marketing; and empirical or conceptual application of theory to the study of healthcare organizations, even on topics that might also fall within another Division's domain.
Health Care Management is dedicated to enhancing the population's health and wellbeing through developing and testing management theory. Division members seek to understand the role of professionals and organizations in providing effective health care that is low cost, high quality, and enhances population health and wellbeing at the local, national, and global levels. Members of the Division research the performance of health workers and organizations across the growing spectrum of professions and settings contributing to health (i.e., beyond traditional medical care contexts); the adoption and effectiveness of new organizational forms, practices, roles, and technologies in health care; the evolution of public policy including issues related to access, cost, financial performance, and quality of care as well as how it is influenced by and affects health professionals and organizations; the competitive dynamics and strategy of health organizations and their consequences; the perspective of patients, families, and communities and their implications for workers and organizations; implementation of evidence-based management and clinical practice; and health care finance and marketing. By examining a complex and dynamic context closely entwined with a multi-faceted set of organization types, professions, and public policies, research on health care management phenomena serves to develop new management theory or refine and test existing theory that often spans AOM Divisions. As a Division we welcome such cross-Division collaboration.
The Human Resources Division is the encouragement of professional scholarship in personnel and human resource topics by interested members of the Division and other members of the Academy of Management, dissemination of the results of this scholarship, provision for fellowship among persons with professional interest in human resource topics, and engaging in related professional activities of interest to the membership.
Human Resources is dedicated to understanding, identifying, and improving the effectiveness of HR practices to facilitate organizational competitiveness nationally or internationally, encourage individual growth and development, and enhance individual performance, work-related attitudes, and well-being. The Division emphasizes the study of human capital and HR management practices at the individual, group, organizational, societal, and cross-cultural levels of analysis and their impact on outcomes critical to the organization, its employees and their representatives, and all its stakeholders (whether future, present, or past). Major topics include a broad spectrum of issues pertaining to the recruitment, selection, allocation, development, utilization, evaluation, compensation, and retention of people as resources in work organizations and the employment relationship.
The International Management Division emphasizes content pertaining to the theory, research, and practice of management with a cross-border or cross-cultural dimension. Major topics of discussion include: the cross-border management of operations, including multi-country, multi-unit, strategy formulation and implementation; evolving forms and management practices in cross-border business; the cross-border differential impact of cultural, social, economic, technological, political, and other institutional forces on strategies, organizational forms, and management practices; the international competitiveness of firms, industries, and nations; and comparative management studies involving two or more countries.
International Management focuses on content pertaining to the theory, research, and practice of management in various global settings. Major topics include: the cross-border management of operations, including multi-country, multi-unit, strategy formulation and implementation; evolving organizational forms and management practices in cross-border business; the cross-border differential impact of cultural, social, economic, technological, political, and other institutional forces on strategies, organizational forms, and management practices; the international competitiveness of firms, industries, and nations; and comparative management studies involving two or more countries. Papers that focus on a single country and have no international issues or implications should be submitted to another Division of the AOM whose domain is appropriate for the paper's topic.
The Management Consulting Division focuses on both the process of consulting and the consulting industry to advance knowledge and understanding through the perspectives of research, practice, and teaching. Our members are concerned with the interdisciplinary and integrative approaches related to established and major practice areas of consulting, ranging from strategy to information technology. Major topics include: the consulting process, ethical issues in consulting, the roles and responsibilities of academics in the field, the role of consultants in leading change initiatives, the management of consulting firms, the marketing of consulting, and the expanding role of consultants in organizations and society.
Management Consulting's purpose is to advance the knowledge and understanding of management consulting and to aid in the development of management consultants through research, practice and teaching. The focus of the Division is on the discipline of consulting, as well as the consulting industry. The Division encourages interdisciplinary and integrative approaches to management consulting which lead to the continuing development of the discipline. Major topics include: the consulting process, ethical issues in consulting, the roles and responsibilities of academics in the field, the role of consultants in leading change initiatives, the management of consulting firms, the marketing of consulting, and the expanding role of consultants in organizations and society.
Management Education and Development's primary purpose is to encourage professional scholarship in management education and development among interested members. MED's purposes include: encouraging and conducting research related to educating and developing managers; promoting the interchange of ideas, research, and other information among those interested in educating and developing managers, and engaging in other activities and services of interest to the membership.
The Management Education and Development Division supports theory development and research in management education (academic) and leadership/management development (non-credit instruction). MED is the education theory, practice and policy research Division of AOM. We enable effective practices of management education and development by encouraging research on programs and institutions which addresses issues at all levels of management education delivery, from individual learner through education and learning policy. We foster the skill development of our membership through workshops on improving effective teaching, learning, participation and engagement strategies. Major areas of focus include: theoretical advances or empirical evidence about effective and innovative instructional methods, technology, management education and development techniques, institutional structures or education policies; and applications of learning theories. Research and benchmark practices in coaching, outcome assessment, learning styles, on-line learning across cultures and environments are also a focus of the MED Division.
The Management History Division focuses on the historical development of management concepts, practices, and philosophies. MH aims to examine the similarities, differences, and issues in workplaces of both the past and today, with a focus on how management disciplines can learn from and avoid making the mistakes of the past. MH is devoted to exploring the history, traditions, and evolutions of business and industries, and understanding the field of management through the past. Thus, MH is firmly rooted in a historical perspective.
Management History encourages the pragmatic investigations into the historical evolution of managerial thought and action. Major topics include: the chronological tracing of the development of contemporary managerial concepts, techniques, behaviors, and practices with the intent of demonstrating (in) effectiveness within a given context, setting, or organization; reviews of how the discipline might learn from and avoid making the mistakes of the past; examples of how current research efforts are aimed at "rediscovering" existing knowledge and suggestions for the redirection of contemporary investigations; reevaluations of historical manuscripts based on present knowledge; explorations into the history, traditions and evolution of businesses and industries; comparative works which demonstrate how diverse individuals and groups influenced managerial thought and practice; application of history to unify extant concepts and bodies of literature that are highly fragmented; and investigation into how management history might be better taught and management history research better conducted, applied and utilized to enhance understanding of the field.
The Management, Spirituality, and Religion Division focuses on interdisciplinary theoretical and applied research and pedagogy related to the relevance and relationship of spirituality and religion in management and organizational life.
Management, Spirituality, and Religion explores how spirituality and religion can influence organizational dynamics and affect management outcomes. In that regard, MSR is devoted to defining the relevance and impact of spirituality and religion in management, organizations and society. Major areas of study include theory building and empirical research around the issues of faith, spirituality and religion as they influence principles and practices in management. Important contributions have been made in MSR research to better understand the meaning of work, the impact of spirituality and spiritual leadership in the workplace, the purpose of business, the effects of religious pluralism in the workplace, and the distinctive elements of individual religious and spiritual beliefs that cultivate inner awareness and promote wisdom for the common good.
The Managerial and Organizational Cognition division focuses on the study of how organization members model reality and how such models interact with behaviors. Major topics include: attention, attribution, decision making, ideology, information processing, learning, memory, mental representations and images, perceptual and interpretive processes, social construction, and symbols.
Managerial and Organizational Cognition is devoted to understanding individual, relational, and collective cognition in organizational contexts. We are open to and provide innovative developmental support for a wide range of theoretical and methodological approaches to studying managerial and organizational cognition. In studying cognition at multiple levels MOC members' specific topic areas include, but are not restricted to: social construction, culture and cognition, the nature and role of mental models and representations, judgment and decision making, attribution processes, individual differences, non-conscious forms of cognition (e.g. intuition), cognitive institutionalism, emotion, ideology, identity/identification, image, reputation, sense making/meaning making, symbols and artifacts, categorization, knowledge creation and management, individual learning, organizational learning and memory, and communities of practice.
The Operations and Supply Chain Management Division focuses on the management of the transformation processes in both profit and non-profit organizations that create products or services. Conceptual, empirical, and methodological contributions are encouraged, as are cross-functional linkages and perspectives. Major topics include: operations strategy, product and service development, supply chain management, project management, and quality management, as well as international, human resources, environmental, and IT issues facing operations.
Operations and Supply Chain Management is focused on the management of the transformation processes that create products or services. These processes are found in all organizations including profit and non-profit organizations. Conceptual, empirical, and methodological contributions are encouraged, as are cross-functional linkages and perspectives. Major topics include: operations strategy, product and service development, supply chain management, project management, and quality management, as well as international, human resources, environmental, and IT issues facing operations.
The Organization and Management Theory Division advances robust theoretical understanding of organizations, organizing, and management. The Division promotes and develops the community of researchers, educators, and practitioners who advance OMT scholarship.
Organization and Management Theory is an inclusive community of scholars who draws on a rich intellectual heritage to build and test theory about organizations, their members, their management, organization-environment relations, organizing processes and broader markets and fields. We pursue theoretically significant and methodologically rigorous research across analytical levels and phenomena to generate impactful insights in management and organizing. We value work that advances theory and has practical implications on a broad range of organizational, managerial and societal issues.
The Organization Development and Change Division is devoted to research and development of theory on all forms of organization change. The field focuses on the processes and outcomes of organization change at the individual, group, and organizational levels using multiple methods and perspectives.
Organization Development and Change focuses on the empirical research, theory development, and practical application that concerns all forms of organization change. The ODC content domain focuses on the processes and outcomes of organization change and development at the individual, group, organizational, and institutional levels using multiple methods and perspectives.
The Organizational Behavior Division exists to advance the development of scholars and scholarship within the content domain of organizational behavior. Scholarship occurs in the practice of both research and teaching. Through scholarship, we strive to positively influence management thought and practice.
Organizational Behavior is devoted to understanding individuals and groups within an organizational context. The field focuses on attributes, processes, behaviors, and outcomes within and between individual, interpersonal, group, and organizational levels of analysis. Major topics include: individual characteristics such as beliefs, values, personality, and demographic attributes, and individual processes such as learning, perception, motivation, emotions, and decision making, interpersonal processes such as trust, justice, power/politics, social exchange, and networks; group/team characteristics such as size, diversity, and cohesion, and group/team processes such as development, leadership, decision making, and cooperation and conflict; organizational processes and practices such as leadership, goal setting, work design, feedback, rewards, communication, and socialization; contextual influences on individuals and groups such as organizational and national culture, and organizational identity and climate, and the influence of all of the above on individual, interpersonal, group, and organizational outcomes such as performance, creativity, attachment, citizenship behaviors, stress, absenteeism, turnover, deviance, and ethical behavior.
The primary purpose of the Organizational Neuroscience interest group is dedicated to using neuroscience knowledge and approaches at different levels in organizations, as well as promoting linkages to management practice.
This interest group encourages knowledge generation through theoretical propositions and/or empirical evidence pertaining to the neural mechanisms associated with behavior in the workplace. Concurrently, Organizational Neuroscience (NEU) seeks to understand how the environment, culture, and institutions can affect organizational actors' nervous system functioning. By considering neuroscience at different levels of analysis in organizations, we encourage interdisciplinarity and multi-methods research. Moreover, we stress ethical considerations when using neuroscience technology in workplace research.
The Organizational Neuroscience Interest Group is dedicated to use and generate neuroscience knowledge and broader biologically-based approaches at different levels of analysis in organizations, as well as promoting linkages to management practice. We encourage knowledge generation through theoretical propositions and/or empirical evidence pertaining to neural, physiological, and micro-behavioral mechanisms associated with work-related behavior and outcomes. Concurrently, the interest group seeks to understand how the environment, culture, and institutions can affect organizational actors’ nervous system functioning. By considering neuroscience at different levels of analysis in organizations, we encourage interdisciplinarity and multi-methods research. We particularly recognize the importance of ethical considerations associated with the application of neuroscience and biological methods in management research, such as the use of biological sensors and other devices.
The Organizations and the Natural Environment Division is dedicated to the advancement of research, teaching, and service in the area of relationships between organizations and the natural environment. We believe that these interactions may be among the most significant components in the continued existence, development, and management of human organizations and societies.
Organizations and the Natural Environment focuses on the research, theories and practices regarding relationships between organizations and the natural environment. Major topics include: ecological sustainability, environmental philosophies and strategies, ecological performance, environmental entrepreneurship, environmental product and service industries, pollution control and prevention, waste minimization, industrial ecology, total quality environmental management, environmental auditing and information systems, managing human resources for sustainability, ecological crisis management, natural resources and systems management, protection and restoration, interactions of systems management, interactions of environmental stakeholders, environmental policies, environmental attitudes and decision making, and international/comparative dimensions of these topics. As the natural environment is integral in all individual, organizational and societal activity, the interest group encourages holistic, integrative, and interdisciplinary analysis. It promotes joint exploration of these topics with all other disciplines and AOM units.
The Public and Nonprofit Division is based around public and nonprofit organizations such as government agencies, the military, social services, cultural and educational institutions, membership and professional associations, advocacy organizations, and religious and other charitable organizations generated, and continues to shape, a large share of modern management thought. The Public and Nonprofit Division brings together scholars, managers, and students who continue this tradition by studying the public and nonprofit sectors, and the relationships among public, nonprofit, and private sector organizations. The Division's members study decision making, strategy, organizational behavior and human resource management, and political behavior; collaborations among public, nonprofit, and private organizations; organizational networks involving public and nonprofit organizations; public policy; and the social and ethical dimensions of public and nonprofit activity. The members pay special attention to how distinctive qualities of the public and nonprofit sectors influence management and organizational processes.
Public and Nonprofit focuses on civil society, which includes public and nonprofit organizations such as government agencies, the military, social services, cultural and educational institutions, membership and professional associations, and advocacy, religious, and charitable organizations. Major topics include: decision making; strategy; organizational behavior and human resource management; political behavior; collaboration and conflict among public, nonprofit, and private organizations; service and community-building; organizational networks involving public and nonprofit organizations; theories of governance; public policy; and the social and ethical dimensions of public and nonprofit activity. Special attention to how distinctive qualities of the public and nonprofit sectors influence management and organizational processes.
The Research Methods Division aims to support the process of doing organizational research (qualitative, quantitative, and multi-faceted). Members have developed an immense array of resources and ideas that can be found in the pages of the website. Explore the many resources that are available on the site.
Research Methods is committed to advancing and disseminating techniques for the collection, evaluation, and interpretation of information pertinent to Management scholarship. The Division emphasizes the identification, systematic development, and application of appropriate qualitative and quantitative research methods (both new and current) within the Management field. At the same time, the Division encourages discussions and debates on measurement-related issues, usefulness/application of analytic approaches, and issues in philosophy of science.
The Social Issues in Management Division studies the social issues, institutions, interactions, and impacts of management. The common logic of SIM scholarship is our shared interest in understanding responsible behavior by organizations and the people and groups working in and around them. Such investigation leads us to ask fundamental questions about the ethical systems, roles, functioning, and legitimacy of business institutions. Members also bridge scholarship to applied social practices, developing understanding and methods to promote social change and sustainable development. Specifically, the Division addresses: individual and organizational ethics; behavioral work covers and individual characteristics; group/organizational influences, and firm-environment interactions; prescriptive work that includes ethical theories; e.g., rights and justice, and the study of norms, values, and moral principles; organizational and systemic governance; the study of relationships and responsibilities covering both top-level corporate and within-organization governance, and social/environmental governance, including regulatory partnerships, corporate corruption/compliance, strategic issues/public affairs management, and corporate political activity, along with stakeholder behaviors, relationships, and systems.
Social Issues in Management examines the social issues, institutions, interactions, and impacts of management. SIM shares an interest in understanding the behavior of organizations and the people and groups working in and around them. The group questions the ethical systems, roles, functioning, and legitimacy of business institutions. Members will develop an understanding of applied social practices and methods by connecting scholarship to promote social change and sustainable development.
The Strategic Management Division encourages and supports the development and dissemination of knowledge relevant to general managers and those who study, shape, or influence the strategy of organizations, as well as effective teaching of these issues. Division scholars aim to understand and predict when and why some firms perform better than others. STR covers several topics associated with strategic decision-making processes, their antecedents/context, and their consequences, such as: behavioral strategy; boundaries of the firm; corporate governance; corporate strategy; economics of strategy; non-market strategies; innovation and strategic renewal; strategic formulation, implementation and planning; and strategic processes.
Strategic Management supports the development and dissemination of knowledge that is relevant to general managers and those who study, shape, or influence the strategy of organizations, and promotes effective teaching of these issues. Division scholars seek to understand and predict when and why some firms perform better than others over time. The Division covers several topics associated with strategic decision-making processes, their antecedents/context, and their consequences. Examples of the first subject include behavioral strategy; boundaries of the firm; corporate governance; corporate strategy; economics of strategy; non-market strategies; innovation and strategic renewal; strategic formulation, implementation and planning; and strategic processes. Examples of the second subject include alliances, networks, M&A and other inter- or intra-organizational relationships when they have relevant implications for strategic decisions; business models; competitive and cooperative interactions; industry dynamics; internal resources and capabilities; strategic management of critical inputs; and strategic leadership and upper echelons. Examples of the third subject include firm performance and firm/competitive heterogeneity. The Division is also interested in the effect of government policy on any of these areas or phenomena. The common level of analysis is the organization. To the extent that they are relevant to the strategic decision-making process, the levels of analysis can also include (among others) units, groups, teams, or individuals within the organization, organizational ecosystems, product markets, factor markets, geographic units, and industries, as well as combinations of these.
The Strategizing Activities and Practices Interest Group aims to create a developmental community for academics and practitioners who wish to advance knowledge and understanding of strategy as something people do rather than something organizations have. We aim to offer opportunities for lively and stimulating engagement to scholars sharing this interest.
Strategizing Activities and Practices advances the knowledge and understanding of strategy as something people do and not just something organizations have, and therefore the work involved in doing strategy. Empirically the focus is on the day-to-day-work, activities and practices of strategists, with an interest in how this work socially accomplishes a wide range of individual and organizational outcomes, and also relates to broader societal and institutional trends. The focus on strategists extends beyond concerns with upper echelons and even middle managers to include other influential players such as consultants, non executives and business school gurus, and beyond considerations such as demographics to a consideration of how aspects such as training, knowledge, identity and emotions can affect an individual's strategy making activity. The focus on the work of strategists includes both understanding at a micro level traditional areas of strategy process and content research and the generic practices (e.g. planning routines, discourse, tool-use) by which they are accomplished. Methodologically this research focus generates particular challenges in terms of closeness to strategic practitioners. Thus the interest group encourages methodological innovation through, for example, collaborative and mixed method approaches, action research interventions, executive development and coaching based relationships, video and narrative approaches. Theoretical pluralism is also encouraged with recognition of the potential contributions from a wide range of sociological and organization theories such as practice based, institutional, discourse, sensemaking, routines and cognition.
The Technology and Innovation Management Division encourages interdisciplinary scholarship and dialogue on the management of innovation and technological change from a variety of perspectives, including strategic, managerial, behavioral, and operational issues. The problem domain includes the management of innovation, technology strategy, research and development, information technologies and the internet, technology-based entrepreneurship, process technologies, and the commercialization of scientific research. Participants in this broad academic endeavor come from a wide range of disciplines and draw on an extensive array of theoretical and research paradigms. We are proud that our members are as diverse, creative and engaging as the issues we study and enter this complex problem domain in the spirit of dialogue, debate, and deepened understanding.
Technology and Innovation Management encourages interdisciplinary scholarship and dialogue on the management of innovation and technological change from a variety of perspectives, including strategic, managerial, behavioral, and operational issues. The problem domain includes the management of innovation processes, research and development, information technologies, e-commerce, and process technologies. Participants in this broad academic endeavor come from a wide range of disciplines and draw on an extensive array of theoretical and research paradigms. TIM enters this complex problem domain in the spirit of dialogue, debate, and deepened understanding. Major topics include: studies of the strategic management of technology; innovation processes; innovation diffusion and the development, implementation and use of technologies; technology development trajectories; intellectual capital; organizational processes by which technically-oriented activities are integrated into organizations; product development strategies; technical project management; behaviors and characteristics of technical professionals; technological forecasting and policies; information technology; impacts of new technologies on organizational forms and electronic commerce.