Scholars in multiple cross-disciplinary studies have found rates of mental illness among graduate students exceed the reported averages. Yet mental illness among management doctoral students remains largely unexplored. In this study, we surveyed 113 management doctoral students to ascertain the prevalence of symptoms for two common mental illnesses, depression and anxiety, as well as experiences of impostor syndrome and perceived sources of social support. Empirical findings from the first phase of our research suggest that management doctoral students are at greater risk than the general population of experiencing symptoms of depression, anxiety, and feelings of being an impostor. However, social support from a supervisor and from friends was negatively related to symptoms of depression and anxiety, indicating that these sources can be helpful. In phase two of our research, a thematic analysis of data from structured interviews with nine management doctoral students revealed themes linking impostor syndrome with social support, highlighting that the type of social support may be as beneficial as the source of social support. Recommendations for future research, as well as for students, supervisors, and administrators, are provided.

The management and coordination of classroom teaching continues to be a challenge, particularly as enrollment trends suggest that class sizes are growing. In the past, many faculty have divided their large classes into smaller groups to incorporate experiential exercises. In this article, we discuss the challenges of managing an experiential exercise featuring a large number of teams in a virtual setting. These challenges include (a) coordinating class communication with a large number of teams, (b) managing teams and facilitating team communication and trust, (c) managing virtual team performance and instructor feedback throughout the experiential exercise, and (d) managing and evaluating student engagement. We also provide practical suggestions for management educators on how to address each challenge based on insight gleaned from our years of experience using virtual teams in large classes. Finally, we highlight avenues for future research in the area of virtual teams and large class size teaching.

As the ubiquity of virtual work—and particularly virtual project teams—increases in the professional environment, management and other professional programs are increasingly teaching students skills related to virtual work. One of the most common forms of teaching virtual work skills is a virtual team project, in which students collaborate with each other at a distance (and sometimes between multiple institutions) to accomplish a shared task. These projects differ from most management topics in their technology requirements. In this comparative review, we describe the features and trade-offs inherent in some of the asynchronous and synchronous communication technology tools commonly used to run virtual team projects.

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Organizational behavior (OB) students often have difficulty understanding how individual-, group-, and organization-level OB concepts interact to influence employee behavior in the workplace. As a result, students may disengage from the class. Yet the simple prompt of asking students “How do you get promoted?” serves as an effective engagement trigger that helps students link course objectives to valued outcomes. The purpose of this article is to describe a highly interactive, in-class exercise and demonstrate how it can increase in-class participation, help students visualize and appreciate what OB represents, and provide students with a conceptual roadmap for the semester. Due to the learning objectives and format of this exercise, it is intended for undergraduate OB students in a traditional, face-to-face classroom.