JOURNAL OF CHANGE MANAGEMENT

Scope & Guideline

Advancing Knowledge in Organizational Change Dynamics.

Introduction

Welcome to the JOURNAL OF CHANGE MANAGEMENT information hub, where our guidelines provide a wealth of knowledge about the journal’s focus and academic contributions. This page includes an extensive look at the aims and scope of JOURNAL OF CHANGE MANAGEMENT, highlighting trending and emerging areas of study. We also examine declining topics to offer insight into academic interest shifts. Our curated list of highly cited topics and recent publications is part of our effort to guide scholars, using these guidelines to stay ahead in their research endeavors.
LanguageEnglish
ISSN1469-7017
PublisherROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
Support Open AccessNo
CountryUnited States
TypeJournal
Convergefrom 2000 to 2002, from 2004 to 2024
AbbreviationJ CHANG MANAG / J. Chang. Manag.
Frequency4 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address2-4 PARK SQUARE, MILTON PARK, ABINGDON OX14 4RN, OXON, ENGLAND

Aims and Scopes

The Journal of Change Management aims to foster a deeper understanding of the processes, practices, and implications of organizational change. It emphasizes interdisciplinary approaches and encourages contributions that explore the complexities of change from various perspectives. Below are the core areas of focus for the journal:
  1. Organizational Change Processes:
    The journal examines the dynamics of change within organizations, focusing on how change is initiated, managed, and sustained across various contexts.
  2. Leadership and Change Management:
    A significant emphasis is placed on the role of leadership in facilitating change, including studies on leadership styles, practices, and the impact of leaders on organizational outcomes during transitions.
  3. Emotional and Psychological Aspects of Change:
    Research exploring the emotional dimensions of change, such as resistance, acceptance, and the psychological well-being of employees during periods of transition, is a key area of interest.
  4. Multi-Level and Collaborative Approaches:
    The journal promotes research that looks at change from multi-level perspectives, emphasizing collaboration among stakeholders at different organizational tiers and across organizations.
  5. Innovative Practices and Methodologies:
    The journal encourages submissions that explore innovative methods and frameworks for managing change, including qualitative and mixed-method approaches.
  6. Socio-Cultural Contexts of Change:
    Exploring how cultural, social, and contextual factors influence change processes and outcomes is a critical focus, highlighting the interplay between organizations and their environments.
The Journal of Change Management is witnessing emerging themes that reflect contemporary challenges and innovations in the field of change management. These trends highlight the evolving discourse around organizational change. Below are the key emerging themes:
  1. Hybrid Work Environments:
    Recent publications indicate a significant focus on the challenges and strategies associated with managing change in hybrid workspaces, a trend accelerated by the global shift towards remote work.
  2. Collective Leadership Models:
    There is an increasing interest in collective leadership and collaborative approaches to change management, reflecting a shift towards shared responsibility and co-creation in organizational settings.
  3. Emotional Intelligence and Change:
    Research highlighting the role of emotional intelligence in navigating change processes is gaining traction, emphasizing the importance of emotional awareness and management in leadership.
  4. Sustainability and Social Responsibility:
    Emerging themes around sustainability and the role of change management in promoting social responsibility are becoming more prevalent, linking organizational change with broader societal impacts.
  5. Technological Transformation and Change:
    The journal is increasingly addressing the implications of digital transformation and technological advancements on organizational change, focusing on how technology reshapes practices and leadership.
  6. Narratives and Storytelling in Change Management:
    An emerging interest in the use of narratives and storytelling as tools for managing change is apparent, emphasizing their role in shaping organizational identities and facilitating engagement.

Declining or Waning

Over recent years, certain themes within the Journal of Change Management have shown signs of declining prominence, indicating a shift in focus among researchers and contributors. Below are the themes that appear to be waning:
  1. Planned Change Models:
    While historical frameworks for planned change have been foundational, recent publications suggest a move away from rigid models towards more fluid, adaptive approaches that account for complexity and unpredictability.
  2. Traditional Leadership Theories:
    There is a noticeable decline in studies focused on traditional leadership theories, as the journal shifts towards exploring more dynamic, context-sensitive, and collaborative leadership models.
  3. Resistance to Change as a Dominant Theme:
    The focus on resistance as a primary barrier to change is decreasing, with more research now framing employee reactions in terms of engagement and acceptance rather than opposition.
  4. Static Organizational Structures:
    Research that emphasizes static organizational structures in the context of change is becoming less common, as the journal increasingly addresses the need for agility and adaptability in organizational design.
  5. Individualistic Perspectives on Change:
    There is a decreasing emphasis on individualistic approaches to change, with a growing focus on collective dynamics, social interactions, and the role of teams in the change process.

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