JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT

Scope & Guideline

Exploring the Frontiers of Change Management

Introduction

Welcome to the JOURNAL OF ORGANIZATIONAL 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 ORGANIZATIONAL 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
ISSN0953-4814
PublisherEMERALD GROUP PUBLISHING LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1988 to 2024
AbbreviationJ ORGAN CHANGE MANAG / J. Organ. Chang. Manage.
Frequency7 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 Organizational Change Management specializes in exploring the multifaceted nature of organizational change, its management, and the implications for leadership, culture, and employee engagement. It aims to provide a platform for interdisciplinary research that examines both theoretical frameworks and empirical studies, offering insights into effective change strategies and practices.
  1. Organizational Change Management:
    The journal focuses on the processes, strategies, and practices involved in managing change within organizations, examining how change can be effectively implemented and sustained.
  2. Leadership and Change:
    It explores the role of various leadership styles and competencies in facilitating organizational change, emphasizing transformational and sustainable leadership.
  3. Employee Engagement and Behavior:
    The journal examines factors influencing employee behavior during change initiatives, including resistance, participation, and the impact of organizational culture.
  4. Digital Transformation and Innovation:
    A significant focus is on the intersection of digital technologies and organizational change, analyzing how digital transformation drives innovation and alters traditional management practices.
  5. Sustainability and Corporate Social Responsibility (CSR):
    It addresses the role of sustainability in organizational change, exploring how CSR initiatives can support change processes and enhance organizational resilience.
  6. Crisis Management and Resilience:
    The journal investigates organizational responses to crises, including the COVID-19 pandemic, and how these events catalyze change and influence organizational resilience.
  7. Interdisciplinary Perspectives:
    The journal encourages contributions from various disciplines, integrating insights from psychology, sociology, and management to provide a holistic view of change management.
The Journal of Organizational Change Management has witnessed the emergence of several new themes that reflect contemporary challenges and opportunities in the field of organizational change. These trends highlight the journal's responsiveness to the evolving landscape of work and management practices.
  1. Digital Transformation and Innovation Strategies:
    There is a growing emphasis on how digital transformation impacts organizational change, with research focusing on innovation strategies and the integration of technology in change management.
  2. Sustainability and Green Leadership:
    An increasing number of articles are exploring the relationship between sustainability practices and leadership styles, particularly how green transformational leadership can drive organizational change.
  3. Employee Well-being and Psychological Capital:
    Recent studies are trending towards understanding the role of employee well-being and psychological capital in supporting organizational change efforts, indicating a shift towards a more human-centric approach.
  4. Complex Adaptive Systems (CAS) Framework:
    The application of CAS frameworks in understanding organizational change is emerging as a significant theme, reflecting the complexity and interconnectedness of modern organizations.
  5. Crisis Change Management:
    Research focusing on organizational responses to crises, particularly in light of the COVID-19 pandemic, is gaining traction, examining how crises can serve as catalysts for rapid change and adaptation.
  6. Paradoxical Leadership and Change:
    There is an increasing interest in paradoxical leadership styles and their effects on organizational change, highlighting the complexities and dualities leaders face in managing change processes.

Declining or Waning

While the Journal of Organizational Change Management continues to evolve, certain themes appear to be diminishing in prominence over recent years. These waning areas suggest a shift in focus among researchers and practitioners regarding the study of organizational change.
  1. Traditional Change Models:
    There is a noticeable decline in publications centered on traditional change management models, as researchers increasingly favor more dynamic and flexible approaches that consider the complexities of modern organizational environments.
  2. Static Organizational Structures:
    Research focusing on static and hierarchical organizational structures is becoming less frequent, with a growing emphasis on agile and adaptive organizational frameworks that better respond to rapid changes.
  3. Top-Down Change Initiatives:
    The prevalence of studies advocating for top-down change initiatives is waning, as there is a shift towards exploring participatory and inclusive change processes that engage employees at all levels.
  4. Individual-Centric Change Analysis:
    Recent publications indicate a decline in individual-focused analyses of change, suggesting a move towards examining collective behaviors and team dynamics in the context of organizational change.
  5. Resistance to Change as a Negative Force:
    The framing of resistance to change solely as a barrier is diminishing, with an emerging perspective that recognizes resistance as a potential source of valuable feedback and a catalyst for constructive change.

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