The Academy of Management is proud to announce the inaugural volume of The Academy of Management Annals. This exciting new series follows one guiding principle: The advancement of knowledge is possible only by conducting a thorough examination of what is known and unknown in a given field. Such assessments can be accomplished through comprehensive, critical reviews of the literature--crafted by informed scholars who determine when a line of inquiry has gone astray, and how to steer the research back onto the proper path. The Academy of Management Annals provide just such essential reviews. Written by leading management scholars, the reviews are invaluable for ensuring the timeliness of advanced courses, for designing new investigative approaches, and for identifying faulty methodological or conceptual assumptions. The Annals strive each year to synthesize a vast array of primary research, recognizing past principal contributions while illuminating potential future avenues of inquiry. Volume 1 of the Annals explores a wide spectrum of research: corporate control; nonstandard employment; critical management; physical work environments; public administration team learning; emotions in organizations; leadership and health care; creativity at work; business and the environment; and bias in performance appraisals. Ultimately, academic scholars in management and allied fields (e.g., sociology of organizations and organizational psychology) will see The Academy of Management Annals as a valuable resource to turn to for comprehensive, up-to-date information--published in a single volume every year by the preeminent association for management research.

Interest in the field of managerial and organizational cognition has been intense over the last few years. This book explores and provides an in-depth overview of the latest developments in the area and presents answers to the questions accompanying its growth: Is the field distinctive? How does it extend our understanding of managerial processes? From different disciplinary perspectives and empirical settings, the contributors study patterns of managerial cognition. In particular, the longitudinal approach reflected in the volume contributes to its impact as a grounded, practice-based analysis of cognition in organizations.

How a team of musicians, engineers, computer scientists, and psychologists developed computer music as an academic field and ushered in the era of digital music. In the 1960s, a team of Stanford musicians, engineers, computer scientists, and psychologists used computing in an entirely novel way: to produce and manipulate sound and create the sonic basis of new musical compositions. This group of interdisciplinary researchers at the nascent Center for Computer Research in Music and Acoustics (CCRMA, pronounced “karma”) helped to develop computer music as an academic field, invent the technologies that underlie it, and usher in the age of digital music. In The Sound of Innovation, Andrew Nelson chronicles the history of CCRMA, tracing its origins in Stanford's Artificial Intelligence Laboratory through its present-day influence on Silicon Valley and digital music groups worldwide. Nelson emphasizes CCRMA's interdisciplinarity, which stimulates creativity at the intersections of fields; its commitment to open sharing and users; and its pioneering commercial engagement. He shows that Stanford's outsized influence on the emergence of digital music came from the intertwining of these three modes, which brought together diverse supporters with different aims around a field of shared interest. Nelson thus challenges long-standing assumptions about the divisions between art and science, between the humanities and technology, and between academic research and commercial applications, showing how the story of a small group of musicians reveals substantial insights about innovation. Nelson draws on extensive archival research and dozens of interviews with digital music pioneers; the book's website provides access to original historic documents and other material.

Jennifer Howard-Grenville has put together a timely and sparkling narrative of environmental advocacy within a highly successful, well managed and technically sophisticated organization. Corporate Culture and Environmental Practice is rich in ethnographic detail and wonderfully telling of the struggles structurally marginalized environmental specialists take part in when trying to balance immediate cost, schedule and production targets with long-term social and environmental risks. A blend of Mary Douglas, Karl Weick and Charles Perrow, this is a must read for students of organizations as well as the rest of us who worry about the fate of the planet. John Van Maanen, Massachusetts Institute of Technology, US Jennifer Howard-Grenville has hit the nail on the head technology is not the cause of our environmental problems; culture is. In Corporate Culture and Environmental Practice, she deftly shows us that the norms and practices that guide the way we think about our relationship with the natural environment are the critical point at which to understand the development of the technologies that facilitate that interface. Written from first-hand experiences, this book is a thoughtful and revealing glimpse into the culture of a company that only an accomplished organizational scholar can provide. Andrew J. Hoffman, University of Michigan, US Corporate Culture and Environmental Practice is an outstanding study that looks inside a firm to understand conditions under which it adopted superior environmental practices. It makes a persuasive case for not modeling firms as unitary actors. This careful and well-written study will be useful to both environmental policy scholars and practitioners. Aseem Prakash, University of Washington, US This book breaks new ground in understanding the generally difficult process of selling peripheral, in this case, environmental or sustainability initiatives to the mainstream culture of a firm. To those who seek to be change agents, it offers powerful ideas toward success for such intentions. But this book is not only for those on the outside of the mainstream; it offers lessons for anyone seeking change, even at the top. John R. Ehrenfeld, former Director, MIT Technology, Business, and Environment Program, US Although much has been written about how corporations deal with environmental problems, few books delve into the inner-workings of a company seeking to deal with environmental demands as deeply as Corporate Culture and Environmental Practice. Through first-hand observation, Howard-Grenville provides unique insights into the cultural factors that shape environmental management decisions in a major semiconductor manufacturing firm. By analyzing those decisions through a framework that relates internal and external factors, she provides a new cultural perspective on corporate environmental practices that should be of strong interest to both business leaders and students of corporate environmental management. Dennis A. Rondinelli, University of North Carolina-Chapel Hill and Duke University, US Culture patterns of meaning and associated actions speaks volumes about what matters and what doesn t. Jennifer Howard-Grenville s study describes how corporate culture enables organizational change in some instances, or blocks it in others. As the need for corporate response to increasingly vital environmental issues looms more important, we need change models to help companies adapt to new realities. This study is vital 0reading for scholars and practitioners who care about the future. Jim Post, Boston University, US I found the writing style very engaging. The author writes clearly and with little jargon. She makes the technology come alive and gives a feel for elements that might be very complex in the hands of another writer. Alfred Marcus, University of Minnesota, US This innovative book explores from an insider s perspective a company s environmental decisions and actions. Based on clo

Focus on management theory and practice