Academy of Management Review

Papers
(The TQCC of Academy of Management Review is 20. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2022-01-01 to 2026-01-01.)
ArticleCitations
What Is Next? Moving Beyond a Rejection From AMR by Repurposing Your “Theory”193
How Crisis Management Strategies Address Stakeholders’ Sociocognitive Concerns and Organizations’ Social Evaluations182
Why and How Societal Crises Give Rise to Extreme Growth Outliers: A Theory of External Enablement167
Reflections on the 2022 AMR Decade Award: Crowdsourcing as a Solution to Distant Search156
Emotion, Persuasion, and Team Adaptation: Advancing Theory Through Cinema112
Rethinking Corporate Power to Tackle Grand Societal Challenges: Lessons from Political Philosophy104
It’s All Fun and Games Until Someone Gets Hurt: An Interactional Framing Theory of Work Social Sexual Behavior99
Understanding Perpetrator Reactions to Bystander Intervention in Interpersonal Workplace Aggression73
Disentangling Strategic Consensus: Strategic Consensus Types, Psychological Bonds, and Their Effects on Strategic Climate73
Reading The Technological Society to Understand the Mechanization of Values and Its Ontological Consequences73
From the Editors—The Nuts and Bolts of Writing a Theory Paper: A Practical Guide to Getting Started69
A Theory of the Start-Up Workforce68
Far From Void: How Institutions Shape Growth in Informal Economies63
The Role of Cognition and Motivation in Understanding Internal Governance and Hierarchical Failure: A Discriminating Alignment Analysis62
Trust and Generative Artificial Intelligence: A Reply to Killoran, Park, and Kietzmann62
Awe-Driven Venturing: Identifying and Pursuing Transformational Opportunities61
The Moralization of Intrinsic Motivation: Opportunities and Perils60
Eigenzeit: A New Lens on Temporal Complexity60
The Problems and Promise of Entrepreneurial Partnerships: Decision-Making, Overconfidence, and Learning in Founding Teams59
Data Network Effects: Key Conditions, Shared Data, and the Data Value Duality59
Taming Artificial Intelligence: A Theory of Control-Accountability Alignment among AI Developers and Users54
Beyond Tacit Knowledge: How Michael Polanyi’s Theory of Knowledge Illuminates Theory Development in Organizational Research53
Reconciling Entrepreneurial Resourcefulness with Sustainable Development: A Reply to “Surviving to Long-Term Thriving through Augmented Entrepreneurial Resourcefulness”52
Navigating Uncharted Waters: How Executives Originate High-Quality Ideas for Strategic Responses to Unprecedented Shocks52
How Underdogs Succeed and Fail: An Integrated Model of the Workplace Underdog’s Trajectories47
2022 Presidential Address: This Is Our Celebration45
Star Light, but Why Not So Bright? A Process Model of How Incumbents Influence Star Newcomer Performance44
Leaving Necessity Entrepreneurship Behind: How Entrepreneurs Actualize Desirable Futures41
How Music Theory Can Inform Competitive Dynamics: Anticipatory Awareness and Successful Preemption40
In Defense of Diversity in Theory-Building Approaches39
Beyond Primacy: A Stakeholder Theory of Corporate Governance39
Reflexive Quantitative Research38
2024 Presidential Address: Transforming Lives Through Scholarship and Community: The Power of the Academy of Management37
The Machine Hums! Addressing Ontological and Normative Concerns Regarding Machine Learning Applications in Organizational Scholarship36
Commercializing the Practice of Voyeurism: How Organizations Leverage Authenticity and Transgression to Create Value35
Beyond Dangling Carrots: The Effect of Policy Maker Motives on Their Response to Corporate Political Activity31
Abductive Theorizing Is More Than Idea Generation: Disciplined Imagination and a Prepared Mind30
Pluralism and Triangulation: A Reply to Willmott’s “Pluralism Not Triangulation”28
I Don’t Want To: The Violation of Burdensome Role Expectations28
Reconceptualizing Conceptual Engineering28
Feminist Value Creation: The Pursuit of Gender Equality28
The Challenge and Opportunity of a Quantum Mechanics Metaphor in Organization and Management Research: A Response to Shelef, Wuebker, and Barney’s “Heisenberg Effects in Experiments on Business Ideas”28
The Role of Human Managers within Algorithmic Performance Management Systems: A Process Model of Employee Trust in Managers through Reflexivity27
When Subjective Judgments Lead to Spinouts: Employee Entrepreneurship Under Uncertainty, Firm-Specificity, and Appropriability27
What We Do while Waiting: The Experience of Vulnerability in Trusting Relationships27
A Symbiotic Portal to Engaging Early-, Mid-, and Late-Career Workers: Progression, Off-Loading, Relevance, Teachings, Advice, Legacy26
Theorizing From Emerging Markets: Challenges, Opportunities, and Publishing Advice26
Back to Which Future? Recalibrating the Time-Calibrated Narratives of Entrepreneurial Action to Account for Nondeliberative Dynamics26
Understanding Institutional Environments: An Institutional Logics Model of Societal Evolution25
Entrepreneurship, Inequality, and Fulfilling the Promise: A Reply to “Delivering on the Promise of Entrepreneurship by Thinking Beyond Limiting Economics Assumptions”25
Financial Reporting Choices, Governance Structures, and Strategic Assets: A Transaction Cost Perspective25
The Art of Blending Stakeholders: “Bootlegger and Baptist” Coalitions in Corporate Constituency-Building24
Nonprofit Organizations as Multisided Platforms24
Integrating the Shadow Within “Us” to Strengthen Our Field23
A Dynamic Model of CEO Humor as Social Information for Infomediaries’ Social Evaluations of Organizations: An Extension to König et al.’s “Good Fun or Laughingstock?”22
Uncertain Learning Curves: Implications for First-Mover Advantage and Knowledge Spillovers22
The Programming of Programming: When Simulations Are Not the Right Tool22
Navigating the Gray Areas: Ethical Considerations When Writing and Publishing Conceptual Papers22
How Organizational Is Interorganizational Trust?21
Taking a “Leap”: How Workplace Allyship Initiatives Shape Leader Anxiety, Allyship, and Power Dynamics That Contribute to Workplace Inequality21
Multiplex Jeopardy: Dissonant Ties Promote Gender Bias in Workplace Social Networks21
Programs of Experimentation and Pivoting for (Overconfident) Entrepreneurs21
Continue the Story or Turn the Page? Coworker Reactions to Inheriting a Legacy20
Should I? How Moral Ambiguity Shapes Entrepreneurial Action20
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