The Academy of Management is inspired by the breadth of its
international membership. In all of our activities, we value and respect
our diversity and strive to leverage it to support our mutual learning.
Further, we recognize and seek opportunities to collaborate with
kindred organizations for mutual benefit. We embrace the challenge of
advancing our scholarship and teaching worldwide.
• Create and implement mechanisms to encourage and measure geographic participation and geographic diversity, at all levels of the Academy. [INT 1.3]
• Develop multi-year strategy and business plan for small, geographically diverse meetings that incorporate innovative models and leverage member expertise in learning. [INT 1.6]
The Academy of Management encourages our members to make a positive difference in the world by supporting scholarship that matters. We encourage and facilitate dialogue with practice that will enhance the world's social and economic well-being. Tending to the next generation of scholars, we help our members educate their students to be resourceful and responsible leaders. In all, we are a premier network of scholars who care about the enduring impact of our work.
• Produce a plan to invest resources for the purpose of identifying and then beginning to respond to members needs for additional teaching resources. [PI 2.1]
• Engage our colleagues and relevant stakeholders in reflective consideration and conversation about the meaning of professional impact and for whom, followed by conversation that broadens current measurement of impact (beyond articles, citations, media mentions). [PI 2.3]
• Develop a strategy and implementation plan for disseminating knowledge to non-academic audiences through novel online approaches.[PI 2.4]
STATE OF THE PROFESSION
We live in a demanding and dynamic environment, an environment that both challenges our profession and offers opportunities for growth and innovation. We help define what it means to be a management and organization scholar in our changing world. Looking to practice, we help define what it means to be a leader in contemporary society. In collaboration with our stakeholders, we work to remove barriers and create opportunities to realize our professional aspirations.
• Identify for Academy leaders (DIG chairs, BOG, etc.) the key learnings from the D&I survey and encourage the development of initiatives that are reflective of those learnings likely to increase member involvement and feelings of inclusion. [SOP 3.2]
• Generate and carry out a plan consisting of multiple approaches to gaining explicit, multi-dimensional understanding about the professional challenges facing members and their implications for the Academy (ex. Deans conferences, exit interviews, observations, focus groups, inquiry interviews, collaborations with other associations to assess challenges, etc.). [SOP 3.3]
The Academy of Management is distinguished by its many small communities that together ask and answer a range of important scholarly questions. The Academy is united by an abiding passion for excellence in the creation and dissemination of management and organization knowledge. To sustain the long-term health of our professional association, we will a) provide a portfolio of member-responsive services that supports our strategic initiatives; b) manage our finances in a fiscally responsible manner, allowing us to be at once responsive to our members' needs and ready to seize opportunities as they appear; and c) maintain governance mechanisms that are capable of balancing the interests of a large, volunteer-based organization and its many constituent communities.
• Produce a white paper that examines an alternative dues structure. Issues to be addressed will include possibly providing some fee-based services (i.e., services that are unbundled from the dues) and offering new types of membership with associated differences in dues and fees. [AM 4.1]
• Build a larger portfolio of robust mechanisms to facilitate cross-Division and Interest Group collaboration and learning about best practices. [AM 4.2]
• Conduct 2-year review of progress on the revised objectives in the Strategic Plan, in anticipation of a more thorough 5-year review of the full plan. [AM 4.3]
• Conduct a portfolio-wide evaluation of all AOM outlets (journals, proceedings, AOMConnect, etc.) to determine potential new outlets, delivery methods and distribution channels. [AM 4.4]
• Develop and execute a multi-year, multi-level plan to welcome and onboard members into the association. [AM 4.5]
• Develop and execute action plan to address reduction in membership numbers and conference attendance. [AM 4.6]
*Revised Strategic Objectives (2014)
At the December 2013 and April 2014 Board of Governors' meetings, the
Board assessed progress on the strategic objectives outlined in the 2010
AOM Strategic Plan and identified new (and revised) objectives based on
the current needs of the association and its members.