This article explores three interconnected decisions related to early retirement- the decision whether to leave a long-term job prior to age 65. the decision whether to accept bridge employment, and the decision whether to obtain bridge employment in the same industry or occupation as the last job- and the relationships among these three decisions and adjustment to retirement. In addition, this article examines the key variables that influence these three decisions, integrating previous research on individual-level, family-level, job- and career-related, organization-level, and environmental-level factors. The article concludes with an examination of methodological issues in the study of early retirement decisions and provides directions for future theory development.

The article reviews the book ?Chester I. Barnard and the Guardians of the Managerial State,? by William G. Scott.

The article reviews the book ?Leadership and the New Science: Learning About Organization from an Orderly University,? by Margaret J. Wheatley.

The article reviews the book ?13th Gen.,? by Neil Howe and Bill Strauss.

The article reviews the book ?Dynamics of Competitive Strategy,? by K.G. Smith, C.M. Grimm and M.J. Gannon.

The article presents a speech by Donald C. Hambrick, president of the Academy of Management, delivered at the Columbia University, New York in 1993. Topics include accomplishments of the Academy of Management, initiatives that must be considered by the Board of Governors, and the role of the Academy of Management in the field of business and management.

New organizations are always vulnerable to the liabilities of newness, but such pressures are especially severe when an industry is in its formative years. We focus on one set of constraints facing entrepreneurs in emerging industries ? their relative lack of cognitive and sociopolitical legitimacy. We examine the strategies that founders can pursue, suggesting how their successful pursuit of legitimacy may evolve from innovative ventures to broader contexts, collectively reshaping industry and institutional environments.

In its current form, the Deming management method contains a prescriptive set of 14 points that serve as guidelines for appropriate organizational behavior and practice regarding quality management. Despite the apparent effect of these 14 points on both the industrial world and the practice of management theory around the world, there is little evidence of the role of the Deming management method in the formalization and advancement of management theory. Although its impact on management practice is clear, neither its theoretical contribution nor its theoretical base has yet to be articulated. Yes, there is a theory of quality management underlying the Deming management method, but at present, this theory is presented in the prescriptive form of these 14 points. We propose and articulate a theory of quality management to describe and explain the effects of adopting the Deming management method. This theory is based on the conceptual synthesis of Deming's writings, literature on the Deming management metho...