Chapter 10: Academy of Management Review
Associate editor: Mason A. Carpenter Authors: Melissa S. Cardon, Jeffery S. McMullen, Dean A. Shepherd Moderators: Ronald K. Mitchell, John F. (Jack) Veiga Comments editor: G. Thomas Lumpkin Mitchell, Ron: What we have planned to do for these sessions is to kind of walk them through a very short – maybe 10 percent of the time used – introduction (to get the sense for your journal’s mission); then about 40 percent of the time will then be spent discussing with the authors and editors certain topical questions (although additional things will emerge from there); then 40 percent of our time we will try and spend with questions from the audience (here as well as worldwide); and then a final 10 percent of the time will be a wrap-up, closure and summary by the moderators. Now, Academy of Management Review (AMR) is a theory journal. A summary of the journal’s purpose is in each of the Conference Material binders that we have here in Storrs, Connecticut; it is also on the marvelous website (http://ccei.business.uconn.edu/Exemplars) that Katie Huntington has put together, and so I am not going to read the entire journal mission.1 Rather, what I am going to do is talk about some of the opportunities that I have identified as I have read the mission. Because AMR is open to theoretical work, it is open to theoretical work regarding entrepreneurship. Because it is a journal that publishes new theoretical insights that advance our understanding of management organizations, AMR is receptive to...
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