The Academy of Management Perspectives is a journal of The Academy of Management . Founded in 1936, The Academy is the leading international organization of academics and practitioners that works to foster the advancement of research, learning, teaching, and practice in the management field. It has over 18,000 members in more than 100 countries.     The mission of the Academy of Management Perspectives (AMP) is to provide accessible articles about important issues concerning management and business. AMP articles are aimed at the non-specialist academic reader, not practicing managers, and rely on evidence as opposed to theory or opinion for their arguments. All articles are fundamentally based on research evidence, which can be quantitative or qualitative, but not on opinion.

The Academy of Management Perspectives is a journal of The Academy of Management. Founded in 1936, The Academy is the leading international organization of academics and practitioners dedicated to advancing research, learning, teaching, and practice in the field of management. It has over 18,000 members in more than 100 countries. The mission of the Academy of Management Perspectives (AMP) is to provide accessible articles on important issues related to management and business. AMP articles are aimed at non-specialist academic readers rather than practicing managers, and they rely on evidence rather than theory or opinion for their arguments. All articles are fundamentally based on research evidence, which can be either quantitative or qualitative, but not based on opinion.

《Academy of Management Perspectives》是管理学会的期刊。该学会成立于1936年，是全球领先的学术和实践组织，致力于推动管理领域的研究、学习、教学和实践。它在100多个国家拥有超过18,000名会员。管理学会的使命是提供关于管理和商业重要问题的可读文章。《Academy of Management Perspectives》的文章主要面向非专业的学术读者，而非实际管理者，文章的论点依赖于证据，而非理论或个人观点。所有文章都基于研究证据，这些证据可以是定量的或定性的，而非个人意见。

Academy of Management Perspectives

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Craig L. Pearce

The future of leadership: Combining vertical and shared leadership to transform knowledge work

Executive Overview How do entrepreneurs identify opportunities for new business ventures? One possibility, suggested by research on human cognition, is that they do so by using cognitive frameworks they have acquired through experience to perceive connections between seemingly unrelated events or trends in the external world. In other words, they use cognitive frameworks they possess to “connect the dots” between changes in technology, demographics, markets, government policies, and other factors. The patterns they then perceive in these events or trends suggest ideas for new products or services—ideas that can potentially serve as the basis for new ventures. This pattern recognition perspective on opportunity identification is useful in several respects. First, it helps integrate into one basic framework three factors that have been found to play an important role in opportunity recognition: engaging in an active search for opportunities; alertness to them; and prior knowledge of an industry or market. In addition, it also helps explain interrelations between these factors (e.g., the fact that active search may not be required when alertness is very high). Second, a pattern recognition perspective helps explain why some persons, but not others, identify specific opportunities. Third, a pattern recognition framework suggests specific ways in which current or would-be entrepreneurs can be trained to be better at recognizing opportunities. Future directions for research on a pattern recognition perspective are described, and its practical implications for entrepreneurship education are examined.

Robert A. Baron

Opportunity Recognition as Pattern Recognition: How Entrepreneurs “Connect the Dots” to Identify New Business Opportunities

机会识别作为模式识别：创业者如何“连接点滴”以识别新商机

Executive Overview While the new paradigm of the “intelligent enterprise” has captivated the imagination of managers and management scholars alike, few have considered its impact on people's careers.1 Thus, as a point of departure, we take up that challenge. By exploring the competency-based, learning-centered view of the intelligent enterprise, we suggest its complement, the “intelligent career.” The intelligent career involves the development of “knowing why.” “knowing how.” and “knowing whom” competencies, and, as we will show, promotes a new set of principles to underlie intelligent enterprise employment arrangements. Finally, we suggest how career actors, managers, and human resource professionals can rethink popular employment practices and prepare for the new career world.

Michael B. Arthur

Priscilla H. Claman

Robert J. DeFillippi

Intelligent enterprise, intelligent careers

智能企业，智能职业

The article discusses aspects of psychological contracts on organizational behavior. Psychological contracts are designed to motivate workers to fulfill commitments made to employers when workers are confident that employers will reciprocate and fulfill their end of the bargain. How an employee interprets a psychological contract is shaped by many sources of information. Human resource practices such as training and performance appraisal processes can signal promised benefits and required contributions. Socialization events, particularly initial assignments to managers and co-workers, can have pervasive effects over time on the beliefs that a worker holds about the employment relationship.

Denise M. Rousseau

Psychological Contracts in the Workplace: Understanding the Ties That Motivate

工作场所的心理契约：理解激发动力的纽带

Executive Overview Recently, Pfeffer (2010) called for a better understanding of the human dimension of sustainability. Responding to this call, we explore how individuals sustain an important human resource—their own energy—at work. Specifically, we focus on strategies that employees use at work to sustain their energy. Our findings show that the most commonly used strategies (e.g., switching to another task or browsing the Internet) are not associated with higher levels of human energy at work. Rather, strategies related to learning, to the meaning of one's work, and to positive workplace relationships were most strongly related to employees' energy.

Charlotte Fritz

Chak Fu Lam

Gretchen M. Spreitzer

It's the Little Things That Matter: An Examination of Knowledge Workers' Energy Management.

小事至关重要：知识工作者能量管理的探究

Syed Eraj Hassan

Ajnesh Prasad

<i>Terra Economicus:</i> Rhetorical Strategies of Legitimation in Land Grabbing

《Terra Economicus：土地掠夺中的合法化修辞策略》

Infrastructure development is critical for economic and social well-being outcomes. However, community stakeholder engagement is often characterized by conflict and resistance rather than creativity and collaboration, causing infrastructure proposals to experience lengthy delays, or be poorly planned or abandoned. An important cause is the place identities of community stakeholders and their temporal orientations that result in them seeing infrastructure proposals as identity threats rather than opportunities. Problematically, stakeholder identity concerns and place identities remain at the periphery of stakeholder management literature. We develop an identity-based stakeholder engagement framework classifying stakeholders according to their salient identities and temporal orientations, including two dynamic identity trajectories that involve cueing other identities beyond place, and cueing multiple temporalities. These trajectories can facilitate community stakeholders' reappraisal of infrastructure proposals as identity opportunities rather than threats. We also make practical recommendations on the framework's implementation, explain the framework's broader applicability, and identify implications for policy and future research.

David Oliver

Suresh Cuganesan

Kon Shing Kenneth Chung

Moving Beyond Place- and Past-Based Identities for Better Stakeholder Engagement

超越基于地点和过去的身份认同，以实现更好的利益相关者参与

Bennet Schwoon

Navigating Grand Societal Challenges through Meta-Consensus: Combating Online Hate Speech through Collective Action in Multistakeholder Initiatives

通过元共识应对重大社会挑战：在多方利益相关者倡议中通过集体行动打击网络仇恨言论

Collective action can turn individuals into communities or ecosystems that solve complex problems together. The advent of decentralization technologies (e.g., blockchain) has enabled tools that help coordinate collective endeavors even in environments without traditional social ties. Success in such communities often hinges on securing support from key partners, collaborators, and users in a largely asocial setting. In our conceptual work, we develop a model that explains how a decentralization protocol, such as a blockchain, can implement a coordination mechanism to reach a collective action goal. We demonstrate our arguments with an illustrative case, Tracey, which facilitates sustainable tuna fishing in the Philippines with the help of a blockchain-based mobile app. We draw from signaling theory to explain how different ecosystem members can reliably demonstrate their contributions and how a resulting signaling system can mimic social relationships in an asocial context by increasing the transparency of actions, enforcing the legitimacy of collective efforts, and reinforcing a shared identity among the ecosystem members. Our conceptual model highlights the role of narratives, shared identity, and a signaling system facilitated by decentralization protocol in fostering collective action in ecosystems.

Esko Hakanen

Ville Eloranta

Claire Shaw

Pekka Töytäri

Signaling Collective Action in Ecosystems

生态系统中的集体行动信号

Seungah Sarah Lee

The “Gospel” of Entrepreneurship? Entrepreneurialism, Development, and the Youth Enterprise

创业的“福音”？企业家精神、发展与青年创业

Abbreviation	AMP
Journal Impact	7.03
Quartiles(Global)	MANAGEMENT(Q1)

ISSN	1558-9080, 1943-4529
h-index	156

Publication Information	Publisher: Academy of Management，Publishing cycle: ，Journal Type: journal，Open Access Journals: No
Basic data	Year of publication: 2006，Proportion of original research papers: 100.00%，Self Citation Rate:2.80%， Gold OA Rate: 0.00%

Academy of Management Perspectives

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