GIO-Gruppe-Interaktion-Organisation-Zeitschrift fuer Angewandte Organisationspsychologie

Scope & Guideline

Innovating Perspectives on Human Behavior in Professional Settings

Introduction

Immerse yourself in the scholarly insights of GIO-Gruppe-Interaktion-Organisation-Zeitschrift fuer Angewandte Organisationspsychologie with our comprehensive guidelines detailing its aims and scope. This page is your resource for understanding the journal's thematic priorities. Stay abreast of trending topics currently drawing significant attention and explore declining topics for a full picture of evolving interests. Our selection of highly cited topics and recent high-impact papers is curated within these guidelines to enhance your research impact.
LanguageMulti-Language
ISSN2366-6145
PublisherSPRINGER VIEWEG-SPRINGER FACHMEDIEN WIESBADEN GMBH
Support Open AccessNo
CountryGermany
TypeJournal
Convergefrom 2016 to 2024
AbbreviationGIO-GRUP-INTERAKT-OR / GIO-Grup.-Interakt.-Organ.-Z. Angew. Organ.
Frequency4 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
AddressABRAHAM-LINCOLN STASSE 46, WIESBADEN 65189, GERMANY

Aims and Scopes

The journal 'GIO-Gruppe-Interaktion-Organisation-Zeitschrift für Angewandte Organisationspsychologie' focuses on the interplay between group dynamics, organizational behavior, and the psychological aspects of leadership and management. It aims to bridge theoretical insights with practical applications in organizational settings.
  1. Group Dynamics and Interaction:
    Research on the dynamics of group behavior, exploring how interactions within groups affect organizational outcomes and employee well-being.
  2. Organizational Paradoxes:
    Examination of paradoxes in organizational contexts, including how leaders navigate conflicting demands and the implications for decision-making and strategy.
  3. Leadership and Management Practices:
    Focus on effective leadership strategies, particularly in times of change or uncertainty, and how these practices impact organizational culture and employee engagement.
  4. Sustainable Development and Transformation:
    Investigation into sustainable practices within organizations, including the role of leadership in promoting sustainability and managing transitions.
  5. Digitalization and Technology in Organizations:
    Exploration of the impact of digital transformation on organizational processes, employee roles, and the adoption of new technologies.
  6. Training and Development:
    Research on the development of competencies required for modern work environments, emphasizing the importance of training in enhancing organizational performance.
Recent publications in the journal highlight several emerging themes that reflect contemporary challenges and innovations in organizational psychology and management.
  1. Agility and Adaptive Leadership:
    A significant trend towards researching agile leadership practices, particularly how leaders can foster adaptability and resilience in their organizations.
  2. Sustainability and Corporate Responsibility:
    Increasing focus on sustainability practices in organizations, exploring how leaders can integrate sustainability into their strategic frameworks and daily operations.
  3. Digital Transformation and Hybrid Work Models:
    Emerging themes around the impact of digitalization on work practices, particularly in the context of hybrid work environments that combine remote and in-office work.
  4. Emotional and Mental Health in Organizations:
    A growing emphasis on mental health and emotional well-being in the workplace, highlighting the importance of supportive leadership and healthy work environments.
  5. Collaborative and Participatory Approaches:
    Research on collaborative practices, including participatory leadership and teamwork, is gaining traction as organizations seek to leverage collective intelligence.

Declining or Waning

As the journal evolves, certain themes appear to be losing prominence, indicating shifts in research focus and organizational priorities.
  1. Traditional Management Structures:
    There is a noticeable decline in papers discussing rigid hierarchical management structures, as more emphasis is placed on agile and flexible organizational designs.
  2. Static Competency Models:
    Research focusing on static competency frameworks is diminishing, with a shift towards dynamic and context-sensitive competency assessments that adapt to changing work environments.
  3. Conflict Management in Non-Agile Settings:
    Discussions around conflict management in traditional, non-agile settings are becoming less frequent, as the literature increasingly prioritizes agile methodologies and their role in conflict resolution.
  4. Conventional Training Methods:
    The exploration of conventional training methods is waning, as there is a growing preference for innovative, experiential learning approaches that align with modern organizational needs.
  5. Focus on Individual Performance:
    There is a decreasing emphasis on individual performance metrics, with a broader perspective emerging that considers team performance and collaborative efforts.

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