Dialogue and debate are at the core of the social sciences. In this piece, the Journal of Management Inquiry ( JMI) editors-in-chief discuss their position and decisions pertaining to the publication of Professor Anita McGahan’s response to Professor Hardimos Tsoukas. A key decision—given JMI’s commitment to dialogue and exchange in its scholarly form—included publishing three curated pieces where renowned scholars applied their scholarly voice and expertise to McGahan’s historical narrative. To conclude this piece and the entire Editors’ Choice collection, five scholars speak to needed qualitative research standards or address McGahan’s leadership directly. Specific corrections to Tsoukas are also provided.

It has been more than 40 years since Steve Kerr first noted that organizations invariably violate a fundamental law of social nature by rewarding the very behaviors which they are supposedly trying to discourage, while failing to reward the behaviors they desire to reinforce. But it is simply more than a faulty reward system that has allowed these malfunctions to continue. In an engaging and thought-provoking interview reflection (and extension) on his classic management masterpiece and more, Steve Kerr provides his insights on both why the Folly remains as prevalent today and, equally relevant and important, provides valuable suggestions for what we can do to create better functioning organizations.

Research has established the relevance of cultural intelligence (CQ) for adapting to different cultural contexts and for directly affecting both performance and satisfaction. However, the boundary conditions of CQ have received less attention, in particular regarding global project teams (GPT). The purpose of this paper is to examine how CQ moderates a model of three indirect effects – role clarity, communication norms, and interpersonal trust – on GPT members' performance and satisfaction. Data were collected from 218 virtual GPT members working in a multi-national company that recently transitioned to global project teams for R&D. The results of a moderated-mediation analysis reveal that CQ-motivation – one's attention and energy toward cross-cultural encounters – significantly moderates GPT members' alignment of their communication norms and role clarity, thus indirectly impacting their project satisfaction and performance. We discuss how CQ-motivation can be influential in forming GPTs and in future research of the processual nature of its boundary conditions.

Steve Kerr’s seminal “Folly” article astutely noted that all too many organizations—and the individuals who populate them—invariably violate a fundamental law of social nature by rewarding the very behaviors that they are supposedly trying to discourage, while failing to reward the behaviors they desire to reinforce. But as Kerr notes in his interview, it is simply more than a faulty reward system that has allowed these malfunctions to continue. Building upon Kerr’s insights, we offer two proposed “Folly” updates regarding how we can create better functioning organizations. First, we discuss the provocative option that there are only two, not four, causes to the “Folly.” Second, we offer the context of character as one explanation (and possible solution) for the fact that even after more than 40 years too many organizations remain frequent repeat “Folly” offenders.

All research starts with an idea. Yet contemporary management journals tend to privilege a certain type of idea: one grounded in theory that fills a gap. This focus on gap-driven research is what currently keeps so many professors from doing the research that would matter to them, personally and professionally (Alvesson & Sandberg, 2013). As a result, many of the ideas that would give rise to improved management theory and practice never make it from the minds of scholars into the view of readers. Generative Curiosity, the newest section in the Journal of Management Inquiry (JMI), is envisioned to serve as an outlet for ideas. As Bernard Baruch said, “The ability to express an idea is well nigh as important as the idea itself.” The primacy of the “idea” is the focus of Generative Curiosity. By focusing on ideas, we believe we can unlock the curiosity of management scholars. In many cases, the “genuine” scholar has been lost in favor of the journal publication technician (Alvesson & Sandberg, 2013), toiling away on piecework publications that emphasize quantity over quality (Bedeian, 1996). Given the pressure to publish (Alvesson & Sandberg, 2013; Bedeian, 1996; Macdonald, 2014), researchers’ curiosity is dampened by the absence of incentives for generating knowledge (Beyer, 1992). Generative Curiosity provides a venue that welcomes and rewards curiosity so that scholars can present ideas that stimulate future scholarly activities in expansive, not reductionist, ways. In keeping with the section’s title, we are particularly interested in ideas that stimulate management scholarship. We invite scholars and practitioners to identify a new or ignored fact, phenomenon, pattern, event, or other issue of interest, and to draw it to the attention of others. In doing so, we hope to stimulate inquiries that (a) improve our understanding of how organizations work and how they can be made more effective (Ashforth, 2005); (b) develop and disseminate knowledge that matters to organizations and society (Alvesson & Sandberg, 2013); and (c) address the human condition (van Aken & Romme, 2009). Ultimately, we wish to generate management inquiries that are not just about “what is,” but also “what can be” (Aguinis & Vandenberg, 2014, p. 581). Why a New Section? And Why JMI?

Research has confirmed the criticality of communication norms, role clarity and trust to the workings of global virtual teams. However, the relationship among these three variables remains unclear. In this study, based on findings from a survey of 218 global project workers representing 33 distinct project teams, we demonstrate the significance of role clarity and trust to individuals' project satisfaction and role clarity to individuals' project performance. We further uncover how global project team (GPT) members' satisfaction and/or performance are affected by where the GPT members are located and whether GPT members are co-located with their project manager. These findings are complemented by 18 in-person interviews with GPT members, which show how one must simultaneously establish and maintain role clarity for oneself while consistently negotiating role clarity with others also participating on global project teams. We conclude this study by outlining an emerging model for creating and sustaining GPTs that benefits both researchers and practitioners.

It has been 40 years since Steven Kerr published his seminal paper, On the Folly of Rewarding A, while Hoping for B. In this symposium, we evaluate current examples where organizations continue to engage in this behavior. We identify common threads using examples from academia, public policy, athletics, military, and entrepreneurship. We then address potential mechanisms to ameliorate these follies, with implications for research, teaching, and practice.

PurposeThe purpose of this study is to explore women project managers as a group in order to generate new understanding about the present project context within which they work and to promote new research‐based ideas for optimizing their potential in business organizations. To this end, the paper explore their demographics and project characteristics, their project challenges and issue selling moves, and their perspectives on the advantages and disadvantages for women in this profession.Design/methodology/approachData were collected using quantitative and qualitative questionnaire items of 211 female project managers in North America.FindingsThe research results show significant associations among women project managers' career, age, cost of their projects, and their professional certifications. In addition, their challenges and issue‐selling moves produce six factors related to their influence of others. Lastly, the results reveal women's self‐described advantages and disadvantages in the project management profession showing that while women project managers do continue to experience marginalization from gender bias, they are leveraging particular job challenges and issue selling circumstances to their advantage in moving through gender bias.Research limitations/implicationsThe results of this study contribute to our knowledge of important real‐world challenges and career development opportunities for women managing contemporary projects. Several implications for future research that build on women's issue selling in project management are discussed. Suggestions for broadening the sample in future research are also included.Practical implicationsThis paper highlights several important ways in which business organizations can strengthen and optimize their women project managers, and offset second‐generation gender bias.Originality/valueThis is only the second study to consider the real‐world contextual factors of women's projects, and the first study to explore their perspective specifically in terms of their job challenges, issue selling, and self‐described disadvantages and advantages in managing projects. Business organizations are in a unique historical position to uplift their project management capacity and leadership talent through developing and promoting women project managers.

Academy of Management PerspectivesVol. 25, No. 1 ArticlesLeadership and “Emotional-Rational” Coherence: A Start?Editor's IntroductionRichard W. Stackman and Kay DevineRichard W. Stackman*Richard W. Stackman () is an Associate Professor and Chair of the Department of Organizations, Leadership and Society, University of San Francisco. and Kay DevineKay Devine () is Director, Doctor of Business Administration Program, Athabasca University, Alberta, Canada. She is also an Associate Editor of Academy of Management Perspectives.Published Online:30 Nov 2017https://doi.org/10.5465/amp.25.1.42AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleReferences Ashkanasy N. N. , Daus C. S. (2002). Emotion in the workplace: The new challenges for managers. Academy of Management Review, 16, 76–86.Abstract , Google Scholar Cellan-Jones R. (2010, November 14). Can brain scans tell us who makes a good chief executive? BBC News Business. Retrieved December 1, 2010, from http://www.bbc.co.uk/news/business-11730685 Google Scholar Damasio A. R. (1994). Descartes' error: Emotion, reason and the human brain. New York: Putnam. Google Scholar George J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53, 1027–1055. Google Scholar Lieberman M. D. (2007). Social cognitive neuroscience: A review of core processes. Annual Review of Psychology, 58, 259–289. Google Scholar Lowney C. (2003). Heroic leadership. Chicago: Loyola Press. Google Scholar McClelland D. C. , Burnham D. H. (1976). Power is the great motivator. Harvard Business Review, 54, 100–110. Google Scholar Mintzberg H. (2009). Managing. San Francisco: Berrett-Koehler Publishers. Google Scholar Quinn R. E. (2005). Moments of greatness: Entering the fundamental state of leadership. Harvard Business Review, 83, 74–83. Google Scholar Sapolsky R. (2010, November 14). This is your brain on metaphors. The New York Times. Retrieved December 1, 2010, from http://opinionator.blogs.nytimes.com/2010/11/14/this-is-your-brain-on-metaphors/?emc=etal Google Scholar Stein R. (2010, September 10). Brain scans measure kids' maturity levels. San Francisco Chronicle. Retrieved December 1, 2010, from http://www.sfgate.com/cgi-bin/article.cgi?f/c/a/2010/09/10/MNVJ1FBAE7.DTL Google ScholarFiguresReferencesRelatedDetails Vol. 25, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 February 2011 Information© Academy of Management JournalKeywordsEMOTIONAL intelligenceLEADERSHIPDownload PDF

This study explores whether gender differences in project managers are related to gender differences in their team members. Gender differences are explored in the context of project managers’ and team members’ location to one another, the project team's use of technology, and the cost and size of the project teams. Using log-linear analysis of 563 project team members’ responses, several significant findings are reported-including the likelihood of same-gender project manager and team member dyads as well as gender differences in project contextual factors. Implications for organizational and project management researchers and decision makers conclude the article.

This article relates the emergence of a group of faculty researchers utilizing complexity science approaches. The narrative emerges from three projects combining research into complexity, communities, and technologies. Details of how the research was initiated, and the nature and quality of the conversational method, are provided. In addition, theoretical concepts that were consciously applied and others that arose through insights from the data as it was collected are discussed. Although this is like most real narratives, a never-ending story, it concludes with a presentation of some of the ideas that separate complexity-informed research from other paradigms.

The personal values systems of 884 public- and private-sector managers are compared. From that comparison inferences are drawn regarding the ethos of each sector, and potential implications for managers are discussed. Although the personal-values systems in the two sectors are quite similar, results reflect a public-sector ethos that is significantly higher in Delayed Gratification and Self-Expansion and a private-sector ethos that is significantly higher in Competence, Personal Orientation, and Family Security. In addition, this study furthers the view that the personal-values systems of male and female managers within a given employment sector are not significantly different.

This study details the research of three organi - zations from the perspectives of complexity sci- ence and communities of practice. We conducted in-depth interviews with key leaders from three organizations: an organization for nursing lead- ers, a spiritual and self-development practice of the Jewish faith called Mussar, and an urban co- housing community. Meaningful connections between the interviewees' stories and 12 com- prehensive elements of complex adaptive entities are discussed. From these findings, a relevant similarity dealing with community, specifically communities of practice, emerges, and we subse- quently identify key elements of communities of practice among the three entities. The paper con - cludes with lessons from our research to date as well as recommendations for future research. hrough several in-depth discussions about the concepts associated with complexity science, we recognized that each of us was involved with, or aware of, an organization that appeared to operate as a self-organizing system. The first was a group of nursing leaders: people like emergency room directors, who have been support- ing each other for 12 years with no headquarters, no officers, and indeed no formal organization of any kind. The second was a group of people who were working on spiritual self-development using a practice dating back to the 19th century. The group had grown from 10 face-to-face partnerships to more than 150 web-based practitioners. The third was a co-housing community, a community in which the members took responsibility not only for the smooth running of the physical space, but also for the social wellbeing of the group. We decided to further our knowledge of complexity science by studying these three self-organizing entities. We developed a guiding vision, and adopted and refined a set of concepts related to complexity sci- ence. Our guiding vision informed our overall research stance and approach. The concepts shaped our methodology and initial interpretations of our research entities. Both in turn led us to a prelimi- nary set of observations and directions for future complexity science research in organizations.

This study details the research of three organi zations from the perspectives of complexity science and communities of practice. We conducted in-depth interviews with key leaders from three organizations: an organization for nursing leaders, a spiritual and self-development practice of the Jewish faith called Mussar, and an urban cohousing community. Meaningful connections between the interviewees’ stories and 12 comprehensive elements of complex adaptive entities are discussed. From these findings, a relevant similarity dealing with community, specifically communities of practice, emerges, and we subsequently identify key elements of communities of practice among the three entities. The paper con cludes with lessons from our research to date as well as recommendations for future research.