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In assembly of short responses, noted scholars—including former presidents of the Academy of Management (AOM)—share their perspectives on the events related to AOM leadership following EO13769. The pieces are reflections on the micro-level aspects of leadership and the ethical and moral choices therein.

In this special issue introduction, we briefly describe a variety of research paths researchers have followed to study the multifaceted phenomenon of corruption. Furthermore, we classify the papers included in this special issue according to their contribution to these research paths and briefly preview them. Finally, drawing on these four research paths and the papers included in this special issue, we propose a six-item agenda for future research on corruption.

In this article, the authors argue for more theoretical discussion and empirical research into the organizational and managerial dynamics of commercial cultural production. Their concern grows out of their observation that management research is neglecting cultural production as a serious object of investigation despite its economic, social, and political significance. Moreover, even when management researchers have studied cultural production, the distinctive characteristics and dynamics of cultural industries have largely eluded the traditional research approaches adopted. As a result, the unique dynamics of cultural production remain largely uninvestigated.

MagoTaplan is a medium-sized, Cuban manufacturing firm located about 30 kilometers from Havana. Despite the catastrophic state of the Cuban economy, MagoTaplan continues to manufacture quality goods and is steadily increasing quality, product diversity, and production volume. But what management practices allowed this firm to succeed while others fail in an economy that has experienced a 50% drop in industrial output over the past 5 years? A large part of the answer lies in the careful and effective management of the complex institutional context faced by MagoTaplan combined with rapid innovation at an organizational level. In this article, the authors explore how managers at MagoTaplan implemented fundamental organizational change while managing complex institutional linkages and stringent ideological demands in a rapidly changing and uncertain institutional context. The results provide a basis for a discussion of institutional entrepreneurship and isomorphism in reaction to radical change in the institutional context.

Christian De Cock's article contributes to organization studies by exploring the usefulness of a postmodern perspective for understanding the dynamics, and especially the frequent failure, of Total Quality Management (TQM) and Business Process Re-engineering (BPR). In this article, the authors extend his argument by exploring two theoretical questions that we feel are confused in his paper: (a) what can postmodernism tell us about the dynamics of TQM/BPR; and (b) what role do power and politics play in TQM/BPR and how can critical theory be used in their analysis. The authors conclude with a discussion of the role of postmodernism and critical theory in organization and management studies more generally.