ABSTRACT
When we brought a diverse group oforganizations scholars together in March of2001 and challenged them to "think outside their usual box" on how scholarship might change as organizations find themselves in increasingly unpredictable and dynamic business environments, we were, to be perfectly honest, wholly unsure of what would happen. One possibility was that we would all come together and talk past each other as each person thought differently about the leadership and managerial implications for his or her own research area. What actually happened, however, was something very different and exciting. We found a number of deep and fundamental themes among this diverse group of scholars. Even where scholars approached the question from completely different theoretical and historical perspectives (e.g., McGrath and Boisot coming from organizational strategy, compared with Smith and Dick-
son coming from an interest in individual personality), we found common ideas about the implications ofthe changing macroenvironment ofbusiness on the microbehavioral processes of leading and managing people. What follows are the major themes that emerged during the conference. We hope that drawing them together will provide overall direction to other scholars interested in the problem ofhow to manage in a dynamic organization. Thus, we hope this chapter provides direction even for those areas of management where we did not provide a chapter on a specific topic (e.g., justice, social influence, etc.).
