Irish Journal of Management Irish Journal of Management • 35(2) • 2016 • 109-113 DOI: 10.1515/ijm-2016-0008 * E-mail: Graham.Heaslip@nuim.ie Graham Heaslip 1 *, Robert Galavan 2 and Anne Sigismund Huff 2 1 School of Business, Galway Mayo Institute of Technology, Ireland 2 School of Business, Maynooth University, Ireland Editorial Introduction In the aftermath of the global financial crisis, and the looming environmental crisis, management researchers have increasingly addressed the fundamental cultural, economic and organisational challenges that societies across the world are facing. The unifying theme from the 2012 conference was ‘transformation’: what new methodologies, theory-building approaches and areas of investigation does the management academy need to create value for our stakeholders. Similarly, there is a need to respond to repeated calls for the renewal of management education and practice. At a time when management may be associated with corporate greed and unethical behaviour, the 15th Irish Academy of Management (IAM) returned to the fundamentals of management theory to re-consider the merits of ideas and principles proffered many years ago in equally challenging times. This editorial introduces the special topic forum on ‘Transforming Management Research & Education’. By specifically assessing the current status of research as well as practice, this paper not only identifies the key issues in current research and proposes an agenda for future research, but also points out the challenges that scholars will encounter in pursuing the proposed research agenda. The special issue seeks to examine transforming management research and education, a key debate in academia and international business which touches on all disciplines of management. A total of 12 papers were accepted into the full review process after desk rejections. All papers were reviewed by at least three referees using a standard double-blind review process. All accepted papers went through at least two revisions, and in some cases, three revisions. One of the editors was recused from this process when their co-authored paper was reviewed. We are extremely grateful to our colleagues, across all disciplines of management, who served as referees for this special issue. Their reviews were detailed and incisive, frequently with useful developmental comments. Without their participation the special issue would not have achieved the high quality it has. The five papers published in this special issue responded to the call for papers.