The Academy of Management

In addition to celebrating achievement in management, the Fellows Group provides opportunities for community and a forum for discussion among the people who have been recognized. For 2026, nine members were selected to be honored with induction. View the biographies of the 2026 inductees below. Sharon A. Alvarez is the Olofson Chair in Entrepreneurial Studies and Professor of Business Administration at the University of Pittsburgh.

The Academy of Management is proud to launch the AOM Teaching Community. The Teaching Community will bring together AOM members from across disciplines who are committed to rigor, innovation, and impact in the management classroom. The community aims to connect educators around the world to exchange approaches, collaborate across disciplines, share resources, access professional development, and be recognized for their thought leadership in the classroom.

By Daniel Butcher Business leaders can achieve success through various approaches and strengths, and the same holds true for politicians—some are charismatic, others are ideological, and others are pragmatic. Academy of Management Scholar Jeffrey Lovelace of the University of Virginia Darden School of Business attended the U.S. Military Academy at West Point and served two tours of duty in Iraq as an intelligence officer before leaving the Army to earn his Ph.D. at Pennsylvania State University.

By Paul Friedman At a time when the impact of artificial intelligence is so high on the business community’s lists of hopes and fears, a company’s culture is as important as ever.

By Paul Friedman Leaders need to pay attention to shaping their organization’s culture—its values, norms, attitudes, practices, and beliefs that shape how an organization operates—to support the organization’s strategy and contribute to its successful execution.

The Academy of Management Annual Meeting is not only a place to showcase and learn about the frontier of management research, it is also an opportunity for educators to develop their teaching expertise and exchange effective teaching practices with colleagues from across AOM.

Ventures operating at the intersection of commercial innovation and government procurement face a strategic puzzle: pivoting is commonly portrayed as a rapid, feedback-driven process, yet in dual-use sectors firms must reorient their business models in environments where market feedback is opaque, delayed, or inaccessible. This study examines how established U.S.-based space ventures pivot across the commercial–defense boundary.

I am grateful to associate editor Simy Joy and the three anonymous reviewers for their generous guidance and support throughout the review process.

I would like to thank professor Minbaeva for her suggestions and guidance in developing this reply and for discussions with Irena Willmott during its preparation and revision.

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