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Use when packaging AAAI code, data, multimedia appendices, technical appendices, reproducibility evidence, and post-acceptance artifact releases without…
Use when you must identify which theoretical conversation an Academy of Management Review (AMR) manuscript enters and how it "challenges and extends" that conversation. Positions the argument within a literature; it does NOT summarize the field (AMR punishes review-essays) and
$ npx -y skills add brycewang-stanford/Awesome-Journal-Skills --skill amr-literature-positioning --agent claude-codeHow it fires
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Use when you must identify which theoretical conversation an Academy of Management Review (AMR) manuscript enters and how it "challenges and extends" that conversation. Positions the argument within a literature; it does NOT summarize the field (AMR punishes review-essays) and
name: amr-literature-positioning description: Use when you must identify which theoretical conversation an Academy of Management Review (AMR) manuscript enters and how it "challenges and extends" that conversation. Positions the argument within a literature; it does NOT summarize the field (AMR punishes review-essays) and does NOT build the new theory (that is amr-theory-development).
AMR is a journal of *conversations*. Every accepted paper enters a specific theoretical conversation and moves it. The literature section is not a catalog of who-did-what — it is the **set-up of the tension** your theory will resolve. Two questions govern everything:
1. **Which conversation am I in?** Pick the *primary* theoretical stream (e.g., the attention-based view; institutional logics; dynamic capabilities). A paper that is "in five conversations" is in none. 2. **How do I challenge AND extend it?** AMR's hallmark phrase. You must do both: show a limit/contradiction in the existing theory (challenge) and offer the new theoretical machinery that resolves it (extend). Pure praise = no contribution; pure critique = no theory. AMR's scope explicitly welcomes work that "significantly challenges or clarifies existing theory."
As you characterize the conversation, define the constructs you build on or revise. Suddaby's AMR "Editor's Comments: Construct Clarity in Theories of Management and Organization" (2010, DOI 10.5465/amr.2010.0419) is the field standard: each construct needs a precise definition, scope conditions, and clear semantic relationships to neighbors. Positioning that leaves core constructs fuzzy invites the "this is a relabel" objection.
| Move | What you do | |------|-------------| | Add a missing construct | Existing theory lacks a concept needed to explain the phenomenon; you introduce and define it | | Re-specify a relationship | A relationship treated as direct is really mediated / moderated / recursive | | Bound a theory | You theorize the conditions under which the existing theory holds vs. fails | | Bridge two conversations | You connect two streams that have ignored each other, generating new propositions | | Reconceptualize a construct | You split, merge, or redefine a construct, dissolving a standing debate | | Shift the level | A construct theorized at one level (individual) is re-theorized at another (collective) with new dynamics |
Dyer & Singh's "The Relational View" (AMR 1998, DOI 10.5465/amr.1998.1255632) is model positioning: it names two dominant conversations (the resource-based view and the industry-structure view), shows both locate competitive advantage at the wrong unit, and opens new theoretical space (relational rents accruing to dyads/networks) — challenge AND extend, by argument, with no dataset. Cite the conversation in **APA-style** (AOM house style).
【Primary conversation】theory stream + seminal anchor 【Shared assumption / limit targeted】... 【Challenge】what existing theory cannot do 【Extend】the new theoretical machinery you will add 【Positioning move】add-construct / re-specify / bound / bridge / reconceptualize / shift-level 【Next step】amr-theory-development
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