Mark Gavin SMA President

In many ways, the SMA is no different now than when I first joined some fifteen plus years ago. It was and remains a very member-centric organization. And the impression I got at my first SMA conference is really no different than what I get today. It brings together a collection of emerging and accomplished members from our profession who see the conference as a vehicle for the exchange of ideas and who create an incredibly comfortable, inviting atmosphere for all in doing so. It's what makes the SMA experience special, and I know I'm far from alone in that sentiment. The conference and the organization provide a great base for those just entering the profession, but it serves equally well the most seasoned in our ranks

Despite these aspects of continuity, it is hard to ignore the simple fact that the SMA is an organization on the move. This is evidenced in many ways. As examples, we have a vibrant conference with consistently increasing registration and submission numbers. The scope of our membership keeps expanding both in terms of the number of states and countries that are represented. The SMA’s journal, the top-tier Journal of Management, continues to grow in its impact factor and prestige. And the SMA has launched a number of new initiatives over the last several years, with more in the works. Such things affect the way people, including our own members, perceive the SMA. Certainly, we are seen as one of the healthier of the Academy of Management’s domestic affiliates. And for the reasons listed above and others, many have begun to ask if the “regional” label implied by our name (i.e., “Southern”) is even appropriate for the SMA anymore. Clearly, “Southern” is important to us both historically and for identity purposes. And there is no doubt that the SMA has strong past and current ties to the Southern region of the United States. But given our scope, a case could be made that we are something more.

What accounts for such changes? My impression is that the SMA has never stood still. But clearly it seems that recent years have seen more and more initiatives come online. There is no doubt that this owes largely to us being better financially resourced than in years past. We not only have the ability to think up new initiatives, we have the resources to actually put good ideas into action. The major source of our financial security is, of course, our partnership with Sage to publish the Journal of Management. This partnership, beginning in 2005, helped us understand just how financially valuable the journal is.  And, in case you haven't heard, we recently signed a new contract with Sage, which continues this publishing partnership through 2015.
So, what are some of the initiatives to which these financial resources are being directed?

The doctoral consortium has been a very important component of our conference each year, and it's proven to be a very popular one. It offers a great experience where attendees are exposed to a number of quality scholars and important topics, all the while building connections with those who will be their colleagues for years to come. And, importantly, $500 stipends have been given to help offset the costs of attending the consortium and conference. Up until the 2010 conference, participation has been limited to 50 slots, with the number of applications appreciably exceeding that number. Beginning with the 2010 conference in St. Pete Beach, FL, the number of funded slots was increased to 75, with the number of applications still exceeding that. At 75 funded slots, that's a lot of money ($37,500, to be exact!) that the SMA is putting into the consortium in stipends alone.  

Three years ago, the SMA implemented the Research Incubator. Its intent is to put together a small group of active researchers and senior scholars serving as facilitators around a common topic. Through the interaction afforded by the incubator, the project teams develop proposals that are then submitted for funding consideration. The hope is that the funding will help turn these research projects into published research. In its first year surrounding the 2008 conference, the SMA funded $30,000 worth of proposals. In its second offering at the 2010 conference, participants and senior facilitators gathered together and formed several teams that are currently developing proposals to submit. The expectation is that these too will result in several fundable projects on par with 2008. This represents an ongoing, substantial financial commitment to fund SMA member research and, subsequently, SMA member publications.  

Yet another new initiative receiving SMA funds revolves around an international initiative. Part of the SMA's focus includes looking forward for new and varied opportunities. Combine with this one of our goals, which is to increase our international focus, and you have our upcoming partnership with the Eastern Academy of Managing International (EAMI) and the Indian Institute of Management Bangalore (IIMB) in sponsoring a conference in Bangalore, India this coming June. The SMA has been given responsibility for handling one track (Research Methods) and is funding awards for best papers within that track, best overall paper by an SMA member, and also a reception. While this is only a one-time commitment at this stage, it provides a chance for the SMA to participate in an international venue and explore future opportunities for the organization.

2011 will see an increase in the dollar amount attached to best track and overall papers at the conference, beginning with the next conference in Savannah, GA. Within track, best student and overall papers will now carry a $350 award, the best overall student paper will now carry a $750 award, and the best overall paper will now carry a $1000 award. Additionally, best reviewers within track will be awarded $100. Given that quality papers are at the core of a quality conference, this seems an appropriate place to utilize the organization's resources.

And as a final example, the SMA is putting resources into updating its placement services. Most specifically, placement activities are now being supported by appropriate technology at the conference and being moved online so that it is truly a year-round service available to members. The hope is that this investment will make for an even more satisfying and more heavily utilized resource.

Several of the above are detailed elsewhere in this newsletter. These examples of recently-undertaken and new initiatives are provided to give you an idea of what your organization is doing and how its resources are being utilized.  There are others, to be sure. But this becomes the challenge, not unlike that faced by many other organizations: As the SMA moves forward with the benefit of the resources it has, how does it do so without sacrificing what makes the SMA special to its members? I don't know that there is an exact answer to this, but I think it begins with two questions in turn: How can the SMA leverage its resources with an eye on increasing the value provided to the SMA membership? And what new initiatives can be undertaken to improve the conference without losing the intimacy that seems to be its hallmark? In my years that I've had the fortune to serve the SMA, first on the Board and now in the President cycle, I've never seen the Board lose sight of those issues. I find that encouraging. I don't know exactly what the SMA will look like or what initiatives it will undertake in the coming years, but I have no doubt that one thing will remain the same. It will still be a great place to call home. I look forward to seeing everybody in Savannah, GA this coming November.

Mark Gavin
SMA President