JOURNAL OF MANAGEMENT DEVELOPMENT

Scope & Guideline

Connecting research with real-world management challenges.

Introduction

Welcome to the JOURNAL OF MANAGEMENT DEVELOPMENT 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 MANAGEMENT DEVELOPMENT, 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
ISSN0262-1711
PublisherEMERALD GROUP PUBLISHING LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1982 to 2024
AbbreviationJ MANAG DEV / J. Manag. Dev.
Frequency10 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
AddressFloor 5, Northspring 21-23 Wellington Street, Leeds, W YORKSHIRE LS1 4DL, ENGLAND

Aims and Scopes

The JOURNAL OF MANAGEMENT DEVELOPMENT focuses on the intersection of management practices and the development of leadership competencies in various organizational contexts. It aims to disseminate research that contributes to the understanding and improvement of management and leadership practices across different sectors.
  1. Leadership Development:
    The journal emphasizes innovative methodologies and frameworks for developing effective leadership skills, particularly in the context of changing organizational dynamics and challenges.
  2. Workplace Dynamics and Employee Well-Being:
    Research on the psychological and social aspects of the workplace, including employee engagement, well-being, and the impact of leadership styles on organizational culture.
  3. Integration of Technology in Management:
    Exploration of how emerging technologies, such as AI and digital tools, influence management practices and employee training and development.
  4. Diversity and Inclusion:
    Focus on the role of diversity in the workplace, particularly how inclusive leadership and organizational practices can enhance employee satisfaction and performance.
  5. Sustainable Management Practices:
    Research on sustainable HRM strategies and their impact on organizational resilience and overall performance, reflecting the growing emphasis on sustainability in business.
The JOURNAL OF MANAGEMENT DEVELOPMENT has recently seen a rise in themes that reflect contemporary issues in management and leadership. These emerging trends highlight the evolving nature of the workplace and the need for innovative approaches.
  1. AI and Digital Transformation in Management:
    A significant trend towards exploring the impact of artificial intelligence and digital tools on management practices, emphasizing the need for managers to adapt to technological advancements.
  2. Mental Health and Employee Well-Being:
    An increasing focus on the mental health implications of workplace dynamics, particularly how leadership and organizational culture can enhance or hinder employee well-being.
  3. Inclusive Leadership and Diversity:
    Emerging research on the effects of inclusive leadership practices on organizational outcomes, highlighting the importance of diversity in enhancing innovation and employee satisfaction.
  4. Sustainability and Corporate Social Responsibility (CSR):
    Growing attention to sustainable management practices and their role in achieving long-term organizational success, reflecting societal demands for responsible business practices.
  5. Hybrid Work Environments:
    Research into the implications of hybrid work models, including employee perceptions, engagement, and the effectiveness of leadership in managing remote and in-person teams.

Declining or Waning

As the JOURNAL OF MANAGEMENT DEVELOPMENT evolves, certain themes that were previously prominent seem to be waning. This decline may reflect shifts in research priorities or changes in the management landscape.
  1. Traditional Leadership Models:
    There appears to be a shift away from traditional, hierarchical leadership models towards more dynamic and inclusive approaches, as evidenced by the increasing focus on transformational and servant leadership.
  2. Static Employee Engagement Strategies:
    Research that focuses solely on static employee engagement strategies is becoming less prevalent, as there is a growing recognition of the need for adaptive and responsive engagement practices.
  3. Narrow Focus on Performance Metrics:
    A declining interest in research that solely emphasizes performance metrics without considering the broader context of employee well-being and organizational culture.
  4. Conventional Management Education Approaches:
    There is a noticeable decrease in studies advocating for conventional management education, with more emphasis now placed on experiential learning and adaptive management practices.

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