In 2010, the Board of Governors approved the AOM Strategic Plan
after a planning process that included multiple steps and
broad member participation. The AOM Strategic
Plan lays out the Academy's mission and direction, in
light of shifts in membership and interest areas, as well as
dramatic changes in the field of management research and education.
It includes our vision, mission, values, objectives, and four
key areas of strategic intent. Since 2010, specific objectives have been revised and progress has been made along various dimensions or the plan, through strategic doing projects and initiatives.
Vision
We inspire and enable a better world through our scholarship and
teaching about management and organizations.
Mission
To build a vibrant and supportive community of scholars by
markedly expanding opportunities to connect and explore ideas.
Values
Our mission is guided by key values:
- We value high quality research, teaching, and practice in the
field of management and organization.
- We cultivate and advocate ethical behavior in all of aspects of
our work.
- We provide a dynamic and supportive community for all of our
members, embracing the full diversity of our backgrounds and
experiences.
- We respect each of our members' voices and seek to amplify
their ideas.
- We build cooperative relationships with other institutions
committed to the advancement of scholarship and teaching about
management and organization.
Strategic Intent Statements
- Internationalization
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.
- Professional Impact
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.
- 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.
- Academy Management
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.
Strategic Objectives (Revised 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. The following objectives were adopted at the August 2014 meeting of the Board of Governors.
August 2014*
INTERNATIONALIZATION
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. • Develop multi-year strategy and business plan for small, geographically diverse meetings that incorporate innovative models and leverage member expertise in learning.
PROFESSIONAL IMPACT
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.
• 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).
• Develop a strategy and implementation plan for disseminating knowledge to non-academic audiences through novel online approaches.
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.
• 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.)
ACADEMY MANAGEMENT
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.
• Build a larger portfolio of robust mechanisms to facilitate cross-Division and Interest Group collaboration and learning about best practices.
• 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.
• Conduct a portfolio-wide evaluation of all AOM outlets (journals, proceedings, AOMConnect, etc.) to determine potential new outlets, delivery methods and distribution channels.
• Develop and execute a multi-year, multi-level plan to welcome and onboard members into the association.
• Develop and execute action plan to address reduction in membership numbers and conference attendance.
*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.
(Original) 2010 Strategic Objectives
Internationalization
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.
Objective
|
Category
|
Implement series of recommendations from "Welcoming Task
Force" report to foster a more welcoming annual meeting for new and
international members.
|
Annual Meeting
|
Host a forum for non U.S. affiliate/associate groups to
identify trends, issues of common concern and opportunities for
collaboration.
|
Partnerships/Kindred
Organizations/Collaborations
|
Define internationalization in the AOM in order to
monitor participation and increase the involvement of members from
different regions.
|
Diversity
|
Begin establishing robust mechanisms for international
collaboration (research, teaching, practice, personal career
development, etc.) starting with AOM
Connect.
|
Membership & Services
|
Facilitate knowledge transfer regarding effective
processes for holding collaborative thematic
workshops.
|
Data Gathering & Issue Exploration
|
Hold our first non-North American
conference.
|
Conferences
|
Create and implement mechanisms to monitor and encourage
international participation in division and Academy-wide
governance.
|
Governance & Organization
|
Professional Impact
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.
Objective
|
Category
|
Produce a plan to invest substantial resources for the
purpose of identifying and then beginning to respond to members
needs for additional teaching resources.
|
Membership & Services
|
Define "professional impact" and for whom.
|
Data Gathering & Issue Exploration
|
Engage our colleagues and relevant stakeholders in a
reflexive consideration and conversation about the meaning of
professional impact. We will then engage in a conversation,
broadening current operationalization of impact (beyond articles,
citations, media mentions) to include demonstrable effects on
organizations and communities.
|
Data Gathering & Issue Exploration
|
Develop at least two new approaches to enhance our
professional impact.
|
Research & Practice
|
Create meaningful rewards and recognition program for
scholarship that inspires and enables a better world.
|
Membership & Services
|
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.
Objective
|
Category
|
Establish an AOM diversity committee in order to monitor
participation and increase the involvement of members from
different backgrounds.
|
Diversity
|
Conduct a thorough analysis on the nature, climate and
culture of diversity within the AOM.
|
Diversity
|
Engage in a study about the professional challenges
facing members and identify what role the AOM might play in
addressing them.
|
Data Gathering & Issue Exploration
|
Produce a report on the status of tenure track and
non-tenure track positions and alternatives to attaining tenure as
used by (business) schools around the world.
|
Data Gathering & Issue Exploration
|
Academy Management
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.
Objective
|
Category
|
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.
|
Membership & Services
|
Build a larger portfolio of robust mechanisms to
facilitate cross-Division and Interest Group community learning,
knowledge transfer, and leadership development.
|
Governance & Organization
|
Conduct initial review of progress in executing the new
Strategic Plan, in anticipation of a more thorough 5-year review of
performance relative to mission, values and objectives. This
initial review will assess whether near-term implementation targets
for each Strategic Intent were achieved and assess the feasibility
of meeting longer-term targets, and may lead to adjustments in the
initial implementation plans.
|
Governance & Organization
|
Evaluate portfolio of AOM publications and make
decisions on need for outlets that give voice to different
paradigms, approaches, etc.
|
Publishing & Journals
|
The Prompt for Planning
Some years had passed since our last conversation about how to
remain indispensable to the membership. Leaders had come and gone,
the Academy had grown and become more diverse, and the world had
changed-as did the immediate environment in which our members now
find themselves.
In response, the Academy's leadership engaged in a strategic
planning effort from 2008-2010 to shape our association for years
to come.
The planning process included multiple steps and broad
member participation. We invite you to read the documents
that informed the plan and take a journey through
our vision, mission, values, strategic
intentions and objectives.
Process
The planning process included six steps:
- Scan the Environment (including the global management education
landscape, member perspectives, membership survey, membership
statistics, association trends, and more…)
- Identify Strategic Issues (We identified ten strategic issues
later combined into four statements of strategic intent. We
also assessed our strengths, weaknesses, opportunities and threats
to gauge our ability to respond)
- Set Vision (what future we strive for)
- Craft Mission (what we hope to accomplish)
- Articulate Values (how we make the journey)
- Decide how to move forward (We crafted statements of strategic
intent & objectives. The statements of strategic intent are
broad, in order to invite widespread member participation, yet
concise to give focus to our collective objective-setting
efforts).