2023 “Responsible Research in Management” Award

Sponsored by the Academy of Management Fellows

Co-sponsored by Responsible Research in Business and Management

Announcement of Winners

June 27, 2023



The Fellows Group of the Academy of Management recognizes and honors members who have made significant contributions to the science and practice of management.  In 2021, the Fellows joined forces with the Community for Responsible Research in Business and Management to sponsor the Responsible Research in Management Award.  This annual award recognizes and celebrates recent research that benefits society by producing credible and useful knowledge.  Credibility refers to the reliability, validity and trustworthiness of research findings that arise from either inductive or deductive methods, using quantitative and/or qualitative data.  Usefulness refers to the potential of research findings to make the world a better place by informing policy and influencing practice.


Selection Process

One hundred and twenty-two scholarly works published since 2019 were nominated for the 2023 award (click here for the Call for Nominations). They went through a rigorous two-stage review process. First, a committee made up of Academy of Management Fellows reviewed the nominations and identified the short list.  Next, the short list was evaluated by a group of executive reviewers. Winners were chosen based on the joint recommendations of the Fellows and the executives.  We wish to express our deepest gratitude to 7 sub-committee chairs, 48 academic reviewers, 46 executive reviewers, and four research associates for their dedication and selfless contributions to this Awards program. (The full list of the academic and executive reviewers is available here.)


Award Winning Research

We are extremely pleased to honor five “Winners,” and three “Distinguished Winners” (the list is shown below this announcement). This group of excellent articles and books represents just 7% of the works nominated, reflecting the high standards applied by the reviewers. They are truly the “best of the best” among the recently published management research. These studies exemplify the principles of responsible research, strive for broad and significant societal benefits, and will leave the world a better place by informing policy, improving practice, and advancing theory.


Winners will be honored at an Awards Ceremony and Celebration held at the Academy of Management’s 2023 Annual Meeting on August 6, 4:30-6:00 pm in room 208 at the Hynes Convention Center, Boston MA.


Our heartfelt congratulations to the authors of these outstanding research publications. We believe their example can inspire the rest of us to infuse more credibility, utility, and societal benefit into our research projects.



Carrie Leana (Chair), Sim Sitkin (Co-Chair), & Alan D. Meyer (Past Chair) AOM Fellows 2023 Responsible Research Award

Donald S. Siegel (Dean) & Mia Erez (Deputy Dean), Academy of Management Fellows

Anne S. Tsui & Jerry Davis, Co-Founders, RRBM

Pratima Bansal (Chair) & Yadong Luo (Co-Chair), Macro Articles

Jackie Coyle-Shapiro (Chair) & Batia Wiesenfeld (Co-Chair), Micro Articles

Howard Thomas (Chair) & Roy Suddaby (Co-Chair), Books

Syd Finkelstein (Chair), Executive Reviews




Winners of the 2023 “Responsible Research in Management” Award

Sponsored by the Academy of Management Fellows

Co-sponsored by the Responsible Research in Business and Management


Distinguished Winners (3)


Kim, P.H. (2023) How trust works: The science of how relationships are built, broken, and repaired. New York: Flatiron Books.

Click here for a layperson’s summary of the work

When our trust is broken, and when our own trustworthiness is called into question, many of us are left wondering what to do. We barely know how trust works. How could we possibly repair it?

Peter H. Kim has conducted over two decades of groundbreaking research to answer that question. In How Trust Works, he draws on this research and the work of other social scientists to reveal the surprising truths about how relationships are built, how they are broken, and how they are repaired. Dr. Kim’s work shows how we are often more trusting than we think and how easily our trust in others can be distorted. He illustrates these insights with accounts of some of the most striking and well-known trust violations that have occurred in modern times and unveils the crucial secrets behind when and why our attempts to repair trust are effective, and which breaches of confidence are just too deep.

How Trust Works transforms our understanding of our deepest bonds, giving us the tools to build strong and supportive relationships on every level. With our families, coworkers, and friends. With the groups, organizations, and institutions that touch our lives. And even with societies and nations.

Patala, S., Albareda, L. and Halme, M., 2022. Polycentric governance of privately owned resources in circular economy systems. Journal of Management Studies, 59(6), pp.1563-1596.

Click here for a layperson’s summary of the work

The circular economy is presented as a novel solution to many environmental problems. Yet it comes with governance challenges making its progress in reality slow. Circular economy is about using residual waste and side-streams accruing from processes of other organizations: they are privately owned and not readily for sale like virgin resources in the linear economy, and knowledge about them is often withheld as a business secret.  These form “the tragedy privately owned residual resources”, a governance challenge which has not received much attention in management research. Building on institutional economics, and empirical research in Finland, Spain and USA, we develop the concept of polycentric governance of privately owned resources for circular economy. Our findings show how collective action between diverse organizations can enable effective, polycentric governance of circular economy. It involves actors mutually adjusting their activities to facilitate cooperation, engaging in cooperation and information sharing routines to enable new circularity opportunities, and building new infrastructures which maintain circular economy development over time. Alongside with refining the polycentric governance for management studies, our study offers lessons for managers and policymakers for how to develop and govern circular economy activities over larger, cross-industrial and cross-sectoral systems.

Click here for a layperson’s summary of the work

This research addresses corporate means of helping to develop and empower at-risk communities — those in which income and opportunity disparities manifest in social problems, including substance abuse, crime, inadequate education, health problems, and social dislocation.  Building a consortium of companies, non-profits and community partners, the longitudinal ethnographic qualitative design involved interviews and narratives, as well as epidemiological data in the communities, and survey research conducted in the companies, regarding longer term impact.  The data were analyzed both holistically through case comparison, but also at the level of individual psychological experiences through comprehensive content analysis. Three relational pathways were identified, mutual perspective taking, reciprocal respect, and communal advocacy.  The research documented significant intermediate-term psychological and behavioral outcomes in the communities (e.g., increased self-determination, strategic capability, proactivity). This was associated with longer term social impact — increased labor force participation, health outcomes and educational attainment, as well as reduced unemployment and crime. Company participants also experienced increased meaningfulness, thriving, intercultural competence, and prosocial behaviors.  In terms of longer term impact, corporations experienced increased loyalty, performance, and customer engagement. The approach identified helped to better direct the community investment toward meaningful and sustained changes in the communities and companies.

Winners (5)


Kaplan, Sarah (2019). The 360º Corporation: From Stakeholder Trade-offs to Transformation, Stanford, CA: Stanford University Press.

Click here for a layperson’s summary of the work

Companies are increasingly facing intense pressures to address stakeholder demands from every direction: consumers want socially responsible products; employees want meaningful work; investors now screen on environmental, social, and governance criteria; “clicktivists” create social media storms over company missteps. CEOs now realize that their companies must be social as well as commercial actors, but stakeholder pressures often create trade-offs with demands to deliver financial performance to shareholders. How can companies respond while avoiding simple “greenwashing” or “pinkwashing”? Suggesting that the shared-value mindset may actually get in the way of progress, bestselling author Sarah Kaplan shows in The 360° Corporation how trade-offs, rather than being confusing or problematic, can actually be the source of organizational resilience and transformation. Using in-depth case studies of companies like Nike and Walmart, this book lays out a roadmap for organizational leaders who have hit the limits of the supposed win-win of shared value to explore how companies can cope with real trade-offs, innovating around them or even thriving within them.

Kodeih, F., Schildt, H. & Lawrence, T. (2023). Countering indeterminate temporariness: Sheltering work in refugee camps. Organization Studies, 44(2), 175-199.

Click here for a layperson’s summary of the work
Refugees who are forced to flee their country often live in a state of “indeterminate temporariness”, an uncertain state without a defined ending they can foresee or control. For them, the present can feel empty and meaningless, and the future feels uncertain, frightening and bleak. Our research in Lebanese refugee camps examined how a local NGO supported Syrian refugees in rebuilding their lives and reducing dependency on aid. The NGO implemented a “small grants program”, providing entrepreneurial training to help refugees establish small businesses. We identified three ways in which the NGO empowered refugees and helped them cope with the crippling uncertainty. First, it encouraged refugees to focus on feasible short-term goals, offering a sense of control over a foreseeable future; second, it structured refugees’ days with activities and routines, providing a sense busyness; finally, it gave refugees a sense of belonging to a community and place. By “sheltering” refugees from imposed temporariness, the NGO enabled them to find greater meaning in the present and fostered a renewed sense of hope for a positive and attainable future. This type of work by local NGOs will become increasingly significant, as millions are expected to migrate to escape the climate crisis.

Shi, W., Xia, C. & Meyer-Doyle, P. (2022) Institutional investor activism and employee safety: The role of activist and board political ideology. Organization Science, 33(6): 2404-2420

Click here for a layperson’s summary of the work
Prior research underscores the economic benefits that shareholder activism can bestow upon the shareholders of the companies. Our study, however, shifts focus to analyze the repercussions of shareholder activism on other stakeholders, particularly the employees. We examine whether shareholder activism, when spearheaded by institutional investors, could inadvertently impinge on the health and safety of employees by increasing the incidence of workplace injuries and illnesses. Furthermore, departing from previous studies assuming a homogeneity among financially motivated institutional investor activists, we delve into the possibility that the impact of institutional investor activism on employee health and safety may be contingent upon the political ideology of both the shareholder activist and the board of the targeted firm. By employing establishment-level data, our findings reveal that institutional investor activism can lead to a surge in workplace injuries and illnesses at the targeted companies. Interestingly, this effect is attenuated when the shareholder activists or the boards of the targeted firms lean towards liberal ideologies. This study contributes to management research by elucidating the adverse effects of financially driven institutional shareholder activism on the welfare of employees. It also sheds light on the role that the partisanship of shareholder activists and company boards play in shaping the consequences of shareholder activism on the firm’s stakeholders.

Haynes, N. J., Vandenberg, R. J., Wilson, M. G., DeJoy, D. M., Padilla, H. M., & Smith, M. L. (2022). Evaluating the Impact of The Live Healthy, Work Healthy Program on Organizational Outcomes: A Randomized Field Experiment. Journal of Applied Psychology, 107, 1758-1780.

Click here for a layperson’s summary of the work
Three out of four U.S. employees are managing one or more chronic health conditions (e.g., diabetes, high blood pressure, depression, anxiety). Most programs helping people manage chronic health conditions are not well-suited for the actively working population. We examined how a workplace-tailored program—Live Healthy, Work Health (LHWH)—can benefit employees and their organizations. Participants joined the program immediately (intervention group) or 6-month later (delayed control group). Findings reveal that employees in LHWH reported numerous positive work-related outcomes, including a decrease in burnout and job stress as well as increases in perceived organizational support (POS), work engagement, work ability, organizational commitment, and organizational citizenship behavior (i.e., going “above and beyond”). The increases in POS during the intervention led to other desirable changes that happened simultaneously and over time (subsequent changes in burnout, job satisfaction, work ability, and turnover intention). Importantly, researchers also found that positive changes were strongest when workplaces chose to offer the LHWH program on work time. In summary, when employers are proactive in helping their employees manage their chronic health conditions, employees feel that their employers care about them as people—not just employees—and this leads to positive changes in personal and organizational outcomes.

Prengler, M., Chawla, N., Leigh, A. & Rogers, K. (2023) Challenging racism as a Black police officer: An emergent theory of employee anti-racism. Journal of Applied Psychology, 108(2): 249-272.

Click here for a layperson’s summary of the work
Using a qualitative, interview-based approach, this study explores how Black law enforcement officers combat racism within their highly racialized institutions. The authors present a theoretical model of employee anti-racism that explains why racial minority employees choose to join organizations that continually perpetuate racism, how they challenge racism, and how they sustain their anti-racism efforts in the face of continuous racial discrimination both within their organizations and society more broadly. Findings from the qualitative data highlight how Black police officers leveraged their unique position as members in both law enforcement and the Black community, simultaneously working to reduce racism in policing and remediate the effects of racism in the Black community. Overall, this work provides a theoretical and practical roadmap highlighting how racial minority employees combat racism in a holistic manner via organizational membership—tackling multiple facets of the social system in which it is deeply embedded—and how they sustain their positive impact across both their organizations and their racial communities.

2023 Micro Winners

2023 Macro Winners