PTC Award Acceptance Speeches TUESDAY, AUGUST 12, 2014
2015 winner of AOM PTC Practice Impact Award:
Herman Aguinis (Indiana University)
Herman Aguinis is the John F. Mee Chair of Management, Professor of Organizational Behavior and Human Resources, and the Founding and Managing Director of theInstitute for Global Organizational Effectiveness in the Kelley School of Business, Indiana University. In addition, he holds affiliated faculty status with Indiana University's Center for Latin American and Caribbean Studies and with the Institute for Business Analytics. He earned his Ph.D. in industrial and organizational psychology from the University at Albany, State University of New York. Prior to joining Kelley, he held the Mehalchin Term Professorship in Management at the University of Colorado Denver Business School. In addition, he has been a visiting scholar at universities in the People's Republic of China (Beijing and Hong Kong), Malaysia, Singapore, Argentina, France, Spain, Puerto Rico, Australia, and South Africa.His research is interdisciplinary and addresses human capital acquisition, development, deployment, and research methods and analysis. Recent projects address corporate social responsibility, domestic and international diversity, staffing, training and development, performance management, and innovative research design, measurement, and analysis strategies, among others. Much of his most recent and current research projects revisit “established facts” in the field of management. His professional and life agenda is to have an impact on the academic community, but also on society at large. He has written the following three books: Performance Management (3rd edition, 2013, Prentice Hall; also published in Chinese, Arabic, and in India), Applied Psychology in Human Resource Management (7th edition, 2011, Prentice Hall, with W.F. Cascio; also published in Chinese), and Regression Analysis for Categorical Moderators (2004, Guilford). In addition, he has edited the following two books: Opening the Black Box of Editorship (2008, Palgrave-Macmillan, with Y. Baruch, A.M. Konrad, & W.H. Starbuck) and Test-Score Banding in Human Resource Selection (2004, Praeger).Professor Aguinis has written about 130 refereed journal articles, about 40 book chapters, monographs in edited series, and other publications, has delivered more than 220 presentations and keynote addresses at professional conferences, delivered more than 110 invited presentations in all seven continents except for Antarctica, and raised about $5MM for his research and teaching endeavors. His work has appeared in all five Academy of Management publications (i.e., AMJ, AMR, AMLE, AMP, and AOM Annals). According to Google Scholar, his work has been cited about 8,900 times, his h-index is 47 (i.e., 47 publications cited at least 47 times each), and his i10-index (i.e., number of publications with at least 10 citations each) is 117. He is a Fellow of the Academy of Management, the American Psychological Association, theAssociation for Psychological Science, and the Society for Industrial and Organizational Psychology, and has been inducted into the Society of Organizational Behaviorand the Society for Research Synthesis Methodology. He has been elected President of the Iberoamerican Academy of Management (2013-2016) and has received many recognitions and awards, and recent ones include the 2015 Academy of Management Practice Theme Committee Scholar Practice Impact Award recognizing an outstanding scholar who has had an impact on policy making and managerial and organizational practices; the 2015 Emerald Citations of Excellence Award recognizing the most cited articles in Business Management, Finance, Accounting, Economics and Marketing; Indiana University 2014 Dr. Martin Luther King, Jr. Building Bridges Award for promoting equality, equity, diversity, and justice; and Indiana University 2013 Latino Faculty and Staff Council Distinguished Faculty Award recognizing his service, mentoring, and promotion of diversity initiatives on campus. Other recent awards include the Kelley School of Business Research Award (2013), the Academy of Management Research Methods Division Distinguished Career Award (2012) for lifetime contributions, the Academy of Management Entrepreneurship Division IDEA Thought Leader Award (2011), and the Academy of Management Research Methods Division Robert McDonald Advancement of Organizational Research Methodology Award (2015, 2009, and 2002). He has also received Best Article of Year Awards from Personnel Psychology, Journal of Organizational Behavior, Academy of Management Perspectives, and Organizational Research Methods. He served as Editor-in-Chief of Organizational Research Methods (2005-2007), associate editor of the American Psychological Association's Handbook of Industrial and Organizational Psychology, co-editor of a special issue of Journal of Management on "bridging micro and macro research domains" and a special issue of Personnel Psychology on "corporate social responsibility," and contributing editor of Business Horizons. Also, he has served the Academy of Management as Chair of the Research Methods Division, Program Chair of the Iberoamerican Academy of Management, and elected member of the Executive Committee of the Human Resources Division. He currently serves as associate editor of the Annual Review of Organizational Psychology and Organizational Behavior and serves or has served on the editorial board of 23 journals including Journal of Applied Psychology, Personnel Psychology, Journal of International Business Studies, Academy of Management Perspectives, and Academy of Management Learning and Education.At Kelley, Professor Aguinis teaches courses at the MBA, executive, and PhD levels in the areas of organizational behavior, human resource management, and research methods and analysis such as international management, global organizational effectiveness, performance management, statistics, and research methods. He has taught and delivered more than 110 invited presentations at universities in North and South America (e.g., Argentina, Peru, Puerto Rico), Asia (e.g., Israel, China, Malaysia, Singapore), Australia/Oceania, Europe (e.g., France, Spain), and Africa.In addition to his academic activities, Professor Aguinis has consulted with organizations in the U.S., Europe, and Latin America including the United Nations, TCI-AT&T, the City of San Francisco Police Department, Kronos (formerly Unicru), and Sears Holdings Corp., among others. He was appointed by the U.S. Department of State to serve a five-year term on the Board of Examiners for the United States Foreign Service, has provided expert testimony and written briefs for several high-profile court cases, including the highly publicized Ricci v. DeStefano U.S. Supreme Court case involving firefighters in the City of New Haven (Connecticut), and has served as SIOP representative to the United Nations Economic and Social Council. His research has been featured by numerous printed media, television, and radio outlets in the U.S. and abroad including The Economist, Forbes, Business Week, National Public Radio, USA Today, The Seattle Times, The Chicago Tribune, The Denver Post, HR Magazine, Univision, WB2 TV, Mujer Actual (Spain), and La Nación (Argentina), among others.
Past winners of AOM PTC Scholar Impact Award:
Jone L. Pearce (UC Irvine)
Steward R. Clegg (UTS)
Born in Bradford, England, Stewart Clegg was Reader at Griffith University (1976-84), Professor at the University of New England (1985-9), Professor at the University of St. Andrews (1990-3), Foundation Professor at the University of Western Sydney, Macarthur, (1993-6) before moving to UTS. He is Research Director of CMOS (Centre for Management and Organisation Studies) Research at UTS, and holds a small number of Visiting Professorships at prestigious European universities and research centres. He is one of the most published and cited authors in the top-tier journals in the Organization Studies field and the only Australian to be recognised a by a multi-method ranking, as one of the world’s top-200 “Management Gurus” in What's the Big Idea? Creating and Capitalizing on the Best New Management Thinking by Thomas H. Davenport, Laurence Prusak, and H. James Wilson (2003), Harvard: Harvard Business Review Press. Because the central focus of his theoretical work has always been on power relations he has been able to write on many diverse and ubiquitous topics – because power relations are everywhere! He is the author of two widely used textbooks on Management & Organizations: An Introduction to Theory and Practice (with Martin Kornberger andTyrone Pitsis) and Strategy: Theory and Practice (with Chris Carter, Martin Kornberger and Jochen Schweitzer), both published by Sage. He is also the chief editor of the Handbook of Organization Studies (with Cynthia Hardy, Walter F. Nord and Thomas B. Lawrence), Handbook of Power (with Mark Haugaard) and Handbook of Macro-Organizational Behaviour (with Cary Cooper), all published by Sage. In the last year he has published a book with Oxford University Press on The Virtues of Leadership: Contemporary Challenges for Global Managers (with Arménio Regio, and Miguel Pinha e Cunha), a book on Idea Work, published by Capellem Damm, with Arne Carlsen and Reidar Gjversik as well as a set of eight “Major Works” on Power and Organizations and Political Power and Organizations, jointly edited with Mark Haugaard. In addition, he is a prolific contributor to leading journals in the fields of Organization Studies, Political Power, and Management. Outside work he enjoys cultural pursuits, travel, and wide reading in politics, history, current affairs, music and art.
Professor Stewart Clegg was awarded the Academy of Management’s 2010 Practice Theme Committee (PTC) IMPACT award which ‘acknowledges good practice of impactful management scholarship’ The Academy of Management (AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organisations. It was founded in 1936 by two professors, the Academy of Management, and is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for 19799 members from 105 nations. The Practice Management Committee is focused on enhancing practice perspectives and issues within the Academy of Management. Professor’s contribution to the field is summed up by the academy: Stewart Clegg is a leading international researcher recognised in a number of fields in the social sciences for his work in organisation studies and on power. Practice, power, and ethics have been central to his engagements in research, teaching, and management education during the last 35 years. His enormous impact on research and teaching as well as management practice is undisputable. From the first edition of Power, Rule and Domination in 1975 to the latest edition of Managing and Organizations, Stewart has continued to provide a critical eye on organisational practices, and his eloquent pen has provided his insights with an overwhelmingly diverse audience on an international stage – in research, teaching and the world of business. Stewart Clegg is recognised, by a multi-method ranking, as one of the world’s top-200 Management Gurus (and the only Australian) in What’s the Big Idea? Creating and Capitalizing on the Best New Management Thinking by Thomas H. Davenport, Laurence Prusak, and H. James Wilson (2003)
"I am extremely happy to have been nominated for and to receive this Academy of Management 2010 Practice Theme Committee (PTC) IMPACT award acknowledging the good practice of impactful management scholarship. Of course, it is always a delight to be recognized for one’s work but there is a special pleasure in this generous act of recognition, especially in the idea of being recognised for good practice.
I want to explore both notions of good and practice in this brief speech of acceptance. First, the good: according to Plato, the idea of the good is the ultimate object of knowledge, from which things that are just gain their usefulness and value. He believed that we cannot stand any chance of achieving the good successfully without philosophical reasoning. Well, I wouldn’t argue with that. To be acknowledged for a commitment to justice and the pursuit of philosophical reasoning captures a significant part of the way that I have sought to pursue my craft over the years.
And that brings me to the second term: practice. Practice doesn’t make perfect but it does help in the pursuit of good craft. The practice that I have long aspired to is the ethic of intellectual craftsmanship as C. Wright Mills defined it. At the heart of that ethic is the conviction “that you must learn to use your life experience in your work … to be able to trust yet to be sceptical of it.” Life and work are not separate spheres of existence but, for the social scientist, are inexorably fused. Our work seeks to make life intelligible, and to do that we must practice the craft of writing constantly.
Mills advises constant practice of the craft of writing, finding stimulation for ideas in the everyday material that one meets in the course of lived experience. In my case, the early interest in power has meant the disciplining of imagination in order to uncover those patterns and relations that make the mundane intelligible. Searching for the mechanisms and circuits of power sustaining the seeming ordinariness and orderliness of each and every phenomena to which one can turn one’s analytical gaze, that has been my mission.
Power is ubiquitous and that means there is ubiquity in what I write and research. Sometimes others have said to me why do you write so much about so many things? Well, writing is my calling, my vocation, in Weber’s sense. If I could paint like Caravaggio or perform like Dylan I would but I cannot: writing is a way of constantly coming into being, constantly developing one’s sense of identity through practice that addresses the practices of others.
I am fortunate in this practice in at least two ways. First, in my choice of institution, UTS, the University of Technology, Sydney, which has a commitment to practice at the core of its model of learning based on dynamic and multifaceted modes of practice-oriented education with a global focus that is research-inspired and integrated, committed to academic rigour for life-long learning. It is a happy elective affinity. Second, in the choice of partners with who to practice, as all practice is social, shared with others. I have, indeed, in nearly every case, been fortunate in partnerships with those with whom I practice my craft. This award is as much for them as it is for me. For these colleagues, for the institutions that sustain me, and the Practice theme judges, my sincere thanks."
Karlene H. Roberts (UC Berkeley)
Karlene H. Roberts is a Professor at the Walter A. Haas School of Business, at the University of California at Berkeley. Roberts earned her bachelor’s degree in Psychology from Stanford University and her Ph.D. in Industrial Psychology from the University of California at Berkeley. She also received the docteur honoris causa from the Universite Paul Cezanne (Aix Marseilles III). Since 1984 she has been investigating the design and management of organizations and systems of organizations in which error can result in catastrophic consequences. She has studied both organizations that failed and those that succeed in this category. Some of the industries Roberts has worked in are the military, commercial marine transportation, healthcare, railroads, petroleum production, commercial aviation, banking, and community emergency services. Roberts is a Fellow in the American Psychological Association, the Academy of Management, and the American Psychological Society. She is on the Marine Board of the National Research Council.
Many thanks to the AOM Practice Theme Committee for its Scholar Impact Award. It is wonderful to be included in a group of scholars recognized for implementing their research. It is a professional pleasure to have helped inaugurate a center at Berkeley (The Center for Catastrophic Risk Management) that provides a scholarly home for researchers from a variety of disciplines from all over the U.S. and provides resources to help a variety of complex organizations increase their reliability and resilience on a journey to improve safety and performance.
Across the world we are building increasingly complex organizations in which errors can have catastrophic consequences. Today these organizations include air traffic control, commercial nuclear power plants, power grids, chemical plants, etc. Tomorrow this population will grow to include telecommunicating, genetic engineering, etc. Our ability to manage these technologies rather than our ability to conceive and build them provides enormous human challenges, not the least of which is their ability to keep cultures of vigilance and reliability intact decade after decade.
A growing number of researchers and practitioners are working to improve management processes in situations in which human behavior may have far reaching dire consequences. I accept this award for all of us in this hardy group.
Martha S. Feldman (UC Irvine)
I am grateful to the Practice Theme Committee of the Academy of Management for recognizing my work with the Practice Scholarship Award. My career has been devoted to appreciating and conceptualizing practice and the work of practitioners. As an ethnographer, I have depended on participation in and observation of practice as a way of learning, and I am grateful to the people who have allowed me to learn from their practices. I am also grateful to the community of scholars including those whose work I’ve relied on and a long list of co-authors, colleagues and mentors.
Practice theory has helped me to conceptualize one of the features of practice that I most appreciate – what I have come to think of as the potentiality of practice. Enacting a practice has the potential to orient people to the ways the practice can be enhanced. That is, when people take action they can be, and sometimes are, oriented to the possibilities for further action and how the practice itself can be changed. This goes beyond the old adage that “practice makes perfect.” Indeed, the idea here is not of a static goal that people gradually attain, but of the possibility for an ever-expanding notion of what our actions can become. Thus, my work on organizational routines (including an article recently published in AMJ with the co-author reading these remarks) has emphasized the potential for the iterative processes of ordinary routines in everyday organizations – routines like hiring or budgeting - to be sources of new and innovative actions.
I am fully aware that the value of these potential changes is not always positive and that what is positive for some may not be for others. For this reason, it is important that we not study processes as if they were neutral but that we remain aware of the kinds of outcomes generated and values supported.
To that end, I have been particularly interested over the years in the role of practice in creating community and empowering people both within organizations and in the larger communities in which we live. My work on the process of resourcing argues that as we take action we turn potential resources into “resources in practice” or resources that are available for energizing outcomes. Without ignoring that practices other than our own constrain and enable our impact, this agenda draws attention to the affects our actions have on the communities we live in and the importance of orienting our actions to the kind of community that we want to help produce.
I am grateful to the Practice Theme Committee for establishing this award that celebrates the study of practice and encourages the community of scholars to value the study of practice – a study that allows us to explore the art of the possible while being firmly grounded in the everyday, and observable, actions taken in organizations.
Martha S. Feldman"
Usha C. V. Haley (WVU)
Usha Haley is Professor of Management at West Virginia University. Previously, she was Professor of International Business at Massey University, Auckland, New Zealand. Other full-time faculty positions include at the University of New Haven, University of Tennessee-Knoxville, New Jersey Institute of Technology, Australian National University, National University of Singapore and ITESM-Monterrey, Mexico. She has taught graduate courses at Harvard and Purdue among others, and in executive-development programs in the USA, Australia, Russia, Hungary, Mexico, Vietnam, Italy, Finland, India and Singapore.
In 2012, she received the Academy of Management’s Practice Impact Award for scholarly impact. In 2011, she was featured as “thought leader” on emerging markets at The Economist’s flagship High-Growth Markets Summit, London. In 2003, she received a Lifetime Achievement Award from the Literati Club (UK) and a panel of academics, businesspersons and policy makers for contributions to understanding Asia Pacific business. In 2010, she was named an American Made Hero for her work with US Congress. Her PhD is from the Stern School of Business, New York University (co-majors Management and International Business). Other degrees include an MPhil (Stern, NYU), MA (Political Science, University of Illinois at Urbana) and BA (Politics, Elphinstone College, Bombay, India).
Usha consults (since 8/2014) on Chinese FDI to the Congressionally mandated US-China Economic and Security Review Commission (USCC). She testified before the US Senate (7/10/2013) on Shuanghui’s takeover of Smithfield Foods, considered the most important case on FDI in a decade. She also testified on China/Asia to the USCC (4/4/2006) and twice before the Committee on Ways and Means (2/15/2007 and 3/15/2007), including on federal legislation, the Non-market Economy Trade Remedy Act whose findings were incorporated into US regulation (6/20/2008). She presented on her research before the US International Trade Commission (12/5/2007, 10/7/2009 and 6/28/2010), US Department of Commerce and US Trade Representative (10/7/ 2009 and 6/28/2010). Her research on Chinese subsidies has served as the basis of three pieces of anti-dumping regulation in the European Union (2009, 2010).
Her research focuses on multinational corporations and international strategic management, especially in Asian and emerging markets, including business-government relations, business and society, strategic decision-making, sanctions and subsidies. She has more than 231 publications and presentations including 26 journal articles (in Journal of International Business Studies, Journal of Management Studies, Technological Forecasting & Social Change, California Management Review, and Harvard Business Review among others), 36 book chapters and 7 books, 2 of which have been on international best-seller lists. Her books include Subsidies to Chinese Industry (headlined twice in the Economist and reviewed in Strategy+Business as “important” and “influential”); Multinational Corporations in Political Environments (reviewed in the Wall Street Journal and Academy of Management Review); The Chinese Tao of Business (reviewed in the Wall Street Journal as the only business book on Asia to buy); New Asian Emperors (reviewed in the Economist as an “important study”); Strategic Management in the Asia Pacific; and, Asian Post-Crisis Management.
She serves or has served on 7 corporate, non-profit and governmental planning and advisory boards, sits on 5 academic journals’ editorial boards, serves as co-Editor in Chief for the new Journal of Strategic Contracts and Negotiation (Sage), served as Regional Editor (Asia Pacific) for 3 journals and edited 4 journal special issues on strategic management in the Asia Pacific. She is co-Editor-in-Chief of the new book series Multinational Investment and Business for Imperial College Press. She served on national/international review boards including the Networks of Centers of Excellence, Canada (2007) and Marsden Fund, New Zealand (2009). Recent competitive research grants she received include from the USCC (2014) and the National Research Center for Coal & Energy (2014). She directs the Academy of Management’s PTC task force on Research Impact (8/2014).
She has served 20 times as keynote speaker including at the Organization for Women in International Trade (4/12/2014), Center for Strategic and International Studies (6/13/2013), Timbro, Sweden (6/19/2013), Foreign Correspondents Club, Hong Kong (4/8/2013), ITESM, Mexico (10/29/2009), National Committee on US-China Relations (5/31/2007), TIE-The Indus Entrepreneurs (2/17/2006), and, Trinity College, Cambridge University (2/26/2005). Her expertise has been profiled more than 425 times in the international media including multiple times in the New York Times, Wall Street Journal, Financial Times, USA Today, Fortune, Investor’s Business Daily, San Francisco Chronicle, International Herald Tribune, CNN, BusinessWeek, Economist, Barron’s, Newsweek, Entrepreneur, National Business Review, Australian, PBS, CNBC, and NPR.
"Thank you, Practice Theme Committee for this award. I am honored to accept it. There are few things as exciting as having one’s work used in federal regulation, but this award gets there. Thanks also to those who nominated me, including the four bi-partisan letters signed by over 200 members of Congress, and the White House indicating they used my research in trade regulation and negotiations.
In his famous Academy of Management Presidential address of 1994, Don Hambrick asked “What if the Academy actually mattered?” I see this committee’s mission as central to Hambrick’s vision. And so, this award to me means that the Academy should matter and wants to matter. In our brave new world, we face more problems than Hambrick anticipated. The rate of change has accelerated. What we say as Management academics, with our knowledge of organizations, imperfect markets, and coalitions, should matter and shape this world. That means we have to speak to people more than just ourselves and listen to what these people say.
For me, the visible hand of government is important in shaping global business environments. In my case, I saw industries changing: steel, paper, glass, auto parts and solar, not in decades, but in 2 years. I saw human stories of jobs leaving and a societal need to understand trade through an organizational perspective. I saw an opportunity to influence policy through my research in the US and the EU.
For more than 5 years now, we have asked, “Why did China move in a space of about a couple of years, and in capital-intensive industries with no labor-cost or technological advantage, to become the largest manufacturer and the largest exporter in the world?” Why have so many industrialized countries become primarily exporters of commodities and scrap to China? And how is this affecting jobs and national competitive advantage? Economic theories of comparative advantage offered no answers and I saw that Management could.
I have no epiphany other than Steve Jobs’ words to recent graduates, to stay hungry and foolish. Miracles happen when hard work and persistence meet opportunity. See the broader social ramifications of what you do. Aim to make a splash rather than a ripple. We have more opportunity than ever before to shape swathes of terrain with our ideas, and be heard by more than ourselves, in our interconnected, global, world. Be prepared however, to justify your ideas to lawyers and economists who have already laid a stake to so much.
I have a few more thanks - my dissertation advisors, Bill Guth and Ingo Walter who two decades ago told me tales of a life outside the Academy that academics should strive to reach out and touch; the countless academics, managers and regulators whose ideas I built on; and my university that gave me the opportunity to be here and supported my research."
Denise M. Rousseau (CMU)
Dr. Denise M. Rousseau is the H.J. Heinz II University Professor of Organizational Behavior and Public Policy at Heinz College and the Tepper School of Business, Carnegie Mellon University. She is the faculty director of the Institute for Social Innovation and chair of the Health Care Policy and Management program. She was the 2004-2005 President of the Academy of Management and the 1998-2007 Editor-in-Chief of the Journal of Organizational Behavior. Rousseau received her A.B., M.A. and Ph.D. from the University of California at Berkeley with degrees in psychology and anthropology, and holds several honorary doctorates. Rousseau founded in 2007 the Evidence-Based Management Collaborative, a network of scholars, consultants, and practicing managers to promote evidence-informed organizational practices and decision making. Its outreach today operates as the Center for Evidence-Based Management (www.cebma.org). Rousseau has received AOM’s Career Service Award, two George Terry Awards for best management book, and the OB Division’s Lifetime Achievement Award. She is editor of the Oxford Handbook of Evidence-Based Management (2013). Her teaching and research focus on evidence-based management and positive organizational practices in managing people and change.
"Practice Theme Committee,
Thank you for this award, which means a lot. In 2007 when we held the first meeting of the Evidence-Based Management Collaborative, it was hard to say what it would take, and how long, to make progress in closing the gap between organizational research and practice. That endeavor is of course still a work in progress and depends on the considerable efforts of a lot of people. (At this AOM meeting we had a gathering of participants in the far flung EBMgt Collaborative, from a dozen countries, to share our gap-closing projects in teaching, consulting, and practice. It was wonderful.)
Sometime it’s not at all clear what efforts will ultimately make a difference and those that will fall flat. I have learned something from teaching management students that applies here—the notion of unconditional positive regard. Regardless of what a student might say in class or think is important, no matter how much I might disagree, the student needs to know I respect them and appreciate them speaking up. I have learned to appreciate that colleagues in academia, consulting and industry are contributing to advancing evidence-based practice in ways I could never have imagined, and sometimes through activities I really doubted would work. I see how many different ways people might make a difference, so in the spirit of unconditional positive regard (for my own role!), I accept this honor though I feel it is for work done by many."
Past winner of PTC Research Center Impact Award:
Center for Positive Organizational Scholarship, U of Michigan.
Center for Effective Organizations, USC
Edward E. Lawler III (USC)
Edward E. Lawler III is Distinguished Professor of Business and Director of the Center for Effective Organizations in the Marshall School of Business at the University of Southern California. He joined USC in 1978 and during 1979, founded and became director of the University's Center for Effective Organizations. He has consulted with over one hundred organizations on employee involvement, organizational change, and compensation and has been honored as a top contributor to the fields of organizational development, organizational behavior, corporate governance, and human resource management.
The author of over 360 articles and 46 books, his articles have appeared in leading academic journals as well as Fortune, Harvard Business Review and leading newspapers including USA Today and the Financial Times. His books include Rewarding Excellence (2000), Corporate Boards: New Strategies for Adding Value at the Top (2001), Organizing for High Performance (2001), Treat People Right (2003), Human Resources Business Process Outsourcing (2004), Built to Change (2006), America at Work (2006), The New American Workplace (2006), Talent: Making People Your Competitive Advantage (2008), Useful Research: Advancing Theory and Practice (2011), Management Reset: Organizing for Sustainable Effectiveness (2011), Effective Human Resource Management: A Global Analysis (2012), and the Agility Factor (2014). For more information, visit http://www.edwardlawler.com and http://ceo.usc.edu.
"On behalf of The Center for Effective Organizations (CEO), we want to thank the Practice Theme Committee for this award.
The Center, founded in 1979 at USC's Marshall School of Business, has been at the forefront of research on a broad range of organizational effectiveness issues. Our mission is to improve how effectively organizations are managed. We bring together researchers and executives to explore jointly the critical issues involving the design and management of complex organizations. Its leading-edge research in the areas of organizational effectiveness and design has earned it an international reputation for research that influences management practice and makes important contributions to academic research and theory. The PTC Research Center Impact Award application was based on one of these research programs: the seven-year agility research program led by Chris Worley, and I’d like to invite Chris to say a few words on the project."
Chris Worley (USC)
Chris Worley is a Senior Research Scientist at the Center for Effective Organizations at the Marshall School of Business at the University of Southern California. He is a recognized leader in the field of organization development, agility, and design. Prior to coming to CEO, he was Director of the Master of Science in Organization (MSOD) program at Pepperdine University and remains a faculty member in that program. He was awarded the Luckman Distinguished Teaching Fellowship in 1997. Prior to Pepperdine University, Dr. Worley taught undergraduate and graduate courses at the University of San Diego, University of Southern California, and Colorado State University. Dr. Worley has co-authored over 30 books, chapters, and articles. His most recent books, co-authored with Ed Lawler, are Management Reset and Built to Change. Chris most recently completed three writing projects on Organization Development and Change (10th edition); Organizing for Sustainability: Leading through Networks & Partnerships, Volume 3 (Emerald Publishing, 2014); and The Agility Factor (Jossey-Bass, 2014), a book based on his agility research program with Booz & Company.
He also authored Integrated Strategic Change: How OD Builds Competitive Advantage in Addison-Wesley’s OD Series, and with Tom Cummings has co-authored five editions of Organization Development and Change, the leading textbook on organization development. His articles on strategic change and strategic organization design have appeared in the Journal of Applied Behavioral Science, Journal of Organization Behavior, Sloan Management Review, and Organizational Dynamics. Chris’s applied research and consulting practice—individually and in collaboration with other firms—is complemented by more than fifteen years of management experience in academic, for-profit, and government organizations.
"Thank you, Ed, and thanks again to the Practice Theme Committee for this honor. The agility research program focused on the development of useable knowledge, tools, and theory in the design and development of adaptable organizations. The program began in 2006 with the publication of Built to Change, which developed a vision of agile organization based on prior research. A second milestone occurred in 2011 with the publication of Management Reset, which extended the agility concept to sustainability. We reached an important third milestone with the publication of The Agility Factor (Jossey-Bass, 2014) just this last week.
The Agility Factor represents an empirical demonstration of the relationship between an agile organization design and sustained profitability. My co-authors, Tom Williams from Strategy& and Ed Lawler, and I argue that organizations need to redesign themselves according to a very different set of assumptions if they are to thrive in “the new normal.” During the research, more than 60 organizations – mostly large, for-profit firms but also including a substantial number of non-profit, non-governmental, health care, and small business organizations – participated and benefitted from the research.
I also want to thank Ed, as the founder and director of the Center, for establishing a mission and purpose that supports this kind of applied, relevant research, and for holding the space where we, as research scientists, can pursue a deeper understanding of organization effectiveness."
Past winners of Chris Argyris Lifetime Career Award:
Peter Senge (MIT)
Amitai Etzioni (George Washington)
William R. Torbert (Boston College)
Bill Torbert is currently a principal of Action Inquiry Associates, a founding member of the Action Inquiry Fellowship, and Professor Emeritus at Boston College. Recent recognitions include: 1) the 2012 re-publication of his 2005 HBR article as one of HBR’s top ten leadership reads ever; 2) the 2013 Center for Creative Leadership Walter F. Ulmer Jr. Award for Career Contributions to Applied Leadership Research; and 3) the 2014 Chris Argyris Career Achievement Award from the Academy of Management.
Between 1978-2008, Torbert served first as BC’s Carroll School Graduate Dean and later as Director of the PhD Program in Organizational Transformation – the MBA program rising from below the top 100 to 25th nationally during his deanship. Within the Academy of Management, he served as Chair for the Organization Development & Change Division, on the Board of the Organization Behavior Teaching Society, as well having served on the founding Editorial Boards of numerous academic journals. Torbert has also consulted widely (e.g. Odebrecht Construction [Brazil], Volvo and UBS Warburg [England], Lego, Gillette, the National Security Agency, and the Canadian Senior Public Service among many others), as well as serving on the Boards of Harvard Pilgrim Health Care and Trillium Asset Management (the founder of socially responsible investing).
With regard to scholarship, Torbert’s 2004 Berrett-Koehler book, Action Inquiry: The Secret of Timely and Transforming Leadership, presents his theories, cases, surveys, and lab and field experiments about developmental transformation at both the personal and organizational levels, as well as within science itself, undergirded by an action research process exercised in real-time, everyday life, called "Collaborative Developmental Action Inquiry." Unlike most purely third-person, analytic social science research, the paradigm of Collaborative Developmental Action Inquiry integrates first-person, second-person, and third-person research/practice in real-time. Torbert’s many other books and articles include the national Alpha Sigma Nu award winning Managing the Corporate Dream (Dow Jones-Irwin, 1987), and the Terry Award Finalist book The Power of Balance: Transforming Self, Society, and Scientific Inquiry (Sage, 1991).
Torbert received a BA, magna cum laude, in Political Science & Economics and a PhD in Administrative Sciences, both from Yale University, holding a Danforth Graduate Fellowship during his graduate years. He founded the Yale Upward Bound (War on Poverty) program and the Theatre of Inquiry, and taught at Yale, Southern Methodist University, and Harvard prior to joining the Boston College faculty in 1978. He won the Outstanding Professor Award at SMU in 1972, in 1991 won the first Carroll School MBA Alumni Distinguished Teaching Award, and in 2008 received the David L. Bradford Distinguished Educator Award from the Organization Behavior Teaching Society. Most of all, though, he takes great pleasure and pride (not to mention occasional pain) in the ongoing development of his closest friends and colleagues, of his three sons, Michael, Patrick, and Benjamin, and of their children.
"Thank you, Hilary (Bradbury [Editor of the Handbook of Action Research and the Action Research Journal], and thank you, those of you responsible for my being chosen for this award that means so much to me, in the year of Chris’ death.
I first met and interviewed Chris Argyris as a 19-year-old college newspaper reporter at Yale in 1963. Chris was the most influential advisor of my undergraduate research study on labor, leisure, and politics that became my first book Being for the Most Part Puppets. He was also my advisor and dissertation chair throughout graduate school, pretty much forcing me to do two different dissertation studies that resulted in my second and third books, Learning from Experience and Creating a Community of Inquiry – the second book dedicated to Chris and the third one inventing a new way of doing social science that I called action science, very much influenced by and in the spirit of Chris’ work. Later, Chris and I became faculty colleagues at Harvard and still later still I served, with great pleasure and pride on his daughter, Dianne’s, dissertation committee.
So, probably more than any other scholar does, I owe my scholarly methods, theories, and practices to Chris. To balance what may seem upon first hearing like an enormous debt of dependence on Chris, I should say also that I had two other primary male mentors – Bill Coffin, the Yale minister and civil rights and anti-Vietnam-War activist, and John Sinclair, my teacher in the Gurdjieff Work for the first twenty years of my adulthood. Moreover, in addition to all this direct influence on me, Chris was also the scholar, mentor, and colleague, with whom I came to struggle most fiercely over differences in theory, method, practice, and style. Among the many ruefully ironic stories one might tell about us, one small flavor comes from the early 1980s when we were both publishing on “interpersonal competence” and both meaning virtually the same thing by it, yet in fact, in act, going through one of our periods of not speaking with one another. Glory be, Chris!!! Halleluiah, in Leonard Cohen’s sense!!! How big a role you played in helping me define who I am, both as a scholar and as a person!
Now, I want to honor you, Chris, by briefly setting out the barest outlines of this new action science that you and I originally co-invented, with the later participation of so many – Don Schön, Diana Smith, and Bob Putnam just to name three more – this new action science that is already in danger of being altogether lost and forgotten as a distinct scientific paradigm that directly integrates research and practice through a combination of 1st-, 2nd-, and 3rd-person action inquiry and through an interweaving of what I have called “the four territories of experience” – the nouminal (6-dimensional world of all possibilities), the nominal or archetypal (5-dimensional world of eternal presence), the ordinal (4-dimensional world of patterned duration and one’s own movement), and the interval or addable (3-dimensional space where things are discrete and countable).
Cosmologists and astrophysicists are now telling us that the visible universe that we know something about how to explore via scientific methods is likely only about 5% of the total (if indeed the total is not infinite). 95% of the universe, they are now conjecturing, consists of so-called ‘dark matter’ and ‘dark energy,’ of which we so far have only indirect evidence.
I consider these preliminary suggestions revolutionary in the history of science because twice before, near the end of the 19th century, before Einstein’s discovery of relativity, and again toward the end of the 20th century, before the discovery of ‘dark matter,’ many scientists thought we were converging on the answers to all the fundamental questions in science. Only today are the natural sciences becoming mature enough to begin to envision how little we know about the universe! After five centuries of ‘progressive’ scientific exploration, we know a fair amount about how to learn about what’s visible, what’s audible, what’s technologically manipulable, what’s external, and what’s in the past. We know less about how to learn about what’s invisible, inaudible, relational, internal, and in the present or the future. We know less about ‘things’ like consciousness, time, mutual power, and love.
Given that the social sciences have imitated natural science methods, and given that our human lives and inquiries have so much to do with what those methods are not good at discovering, can it be any surprise that our work in the social sciences is generally regarded as softer and lower status than that of the ‘harder’ natural sciences???
My proposition to all of you tonight is that for the natural sciences, mathematics, and the social sciences to continue their progress in discovering our human role in the universe, the social sciences will need to take the lead in developing the next paradigm of science. For we are now in need of sciences that show us, not merely a third-person, generalized map of the externalizable world, but also how to continue conducting our first- and second-person inquiries in our present activities with others, as well as into our dreams and plans for the future. We need a science that is not merely dispassionate, but also passionate and compassionate – a science that begins and ends, not with facts, but with acts – acts under the sign of inquiry that lead not toward final, once-and-for-all-true knowledge, but toward increasingly timely action and the deepening of wonder.
Put differently, we now need a new kind of action science, such as Chris Argyris inspired me to name and about which we have since each written quite a bit and quite differently (Torbert, 1976; Argyris, Putnam & Smith, 1985). Such an action science will cover both what we now call natural science and social science and more, with 81 different types of methodology. I have come to call this meta-paradigm of science that includes Empirical Positivism, Postmodern Interpretivism, and other paradigms of science within it: Collaborative Developmental Action Inquiry (Torbert, 2013, integral-review.org).
Such an action science is characterized, not so much by academic communities of inquiry, as by living communities of inquiry. Members of these living communities of inquiry are concerned with supporting and challenging one another’s capacity for the praxis of translating among invisible visions and theories into visible practices and outcomes, not only within the community of inquiry, but also in their everyday lives in increasingly collaborative and decreasingly coercive ways. In such a natural and social science, feedback will correct not only generalizable, third-person scientific hypotheses and theories but also first-person actions in the present and second-person strategies for the future.
In terms of support and challenge, my dear, impossible mentor, Chris Argyris, certainly lived up to the challenge archetype embodied by his Greek forbearers, Socrates and Diogenes, in the rigor of his challenges to all who might claim to be congruent in their translation of theory into practice. I hope that before I’m done I will have made some small contribution, more in line with the support archetype, to illustrating how to generate living communities of inquiry in organizations and among friends, including the community of Action Inquiry Fellows, more than a dozen of whom met for four days just last weekend in a Mutual Inquiry into Eros and Power.
I would like to conclude by thanking the additional academic colleagues, some now dead, most still alive, who have most inspired me in person, in our work together, and by the quality of their work during my 50-year career to date. But I have taken enough of our common time, so instead of giving myself the pleasure of sounding each of their names with the love I feel, I will make their names available to all of you who are interested, along with these short remarks. I name them in three sets – my seniors, my contemporaries, and those in the next generation – with special pleasure in the potential of the youngest group. The names begin, of course, with Chris Argyris; and they end, equally appropriately, with the group that includes my introducer tonight, Hilary Bradbury.
Thank you for humbling me with this honor."