0953-4814
Published by: Emerald Publishing
| Discipline name | Position | Best Scientists | Publications | D-Index |
|---|---|---|---|---|
| Business and Management | 512 | 14 | 12 | 5 |
| Psychology | 1167 | 7 | 8 | 4 |
The journal focuses largely on the fields of Public relations, Social psychology, Management, Organizational change and Knowledge management. The studies on Public relations discussed can also contribute to research in the domains of Context (language use), Originality, Value (ethics) and Change management. In particular, the Social psychology works presented emphasize discussions on Organizational commitment.
The works on Organizational commitment deal in particular with Organizational studies. More specifically, the research on Management in the journal is related to Organization development. Discussions in it are anchored in the subject of Organization development and the similar topic of Organizational effectiveness.
Specifically, studies on Organizational learning are prevalent in the Knowledge management works discussed. Organizational behavior and human resources is a major topic of Organizational learning research. The studies tackled, which mainly focus on Process (engineering), apply to Process management as well.
The journal articles focus on Social psychology, Public relations, Management, Organizational learning and Organizational change. The Social psychology research tackled in the journal articles is interrelated with Value (ethics) which concerns subjects like Entrepreneurship. In addition to Organizational learning research, the most cited papers aim to explore topics under Organizational commitment and Organization development.
Journal of Organizational Change Management mostly deals with topics like Knowledge management, Process (engineering), Social psychology, Context (language use) and Public relations. Journal of Organizational Change Management holds forums on Knowledge management that merges themes from other disciplines such as Qualitative research, Organizational change, Affect (psychology) and Organizational culture. Studies on Process (engineering) discussed in it link to the field of Process management.
The journal focuses on Social psychology but the discussions also offer insight into other areas such as Coping (psychology), Structural equation modeling and Multilevel model. While it focused on Context (language use), it was also able to explore topics like Sample (statistics), Empirical research and Organizational citizenship behavior. While the primary focus in the journal is Public relations, it also dissects topics surrounding Change management and Originality as a whole.
A key indicator for each journal is its effectiveness in reaching other researchers with the papers published at that venue.
The chart below presents the interquartile range (first quartile 25%, median 50% and third quartile 75%) of the number of citations of articles over time.
The top authors publishing in Journal of Organizational Change Management (based on the number of publications) are:
The overall trend for top authors publishing in this journal is outlined below. The chart shows the number of publications at each edition of the journal for top authors.
Only papers with recognized affiliations are considered
The top affiliations publishing in Journal of Organizational Change Management (based on the number of publications) are:
The overall trend for top affiliations publishing in this journal is outlined below. The chart shows the number of publications at each edition of the journal for top affiliations.
The publication chance index shows the ratio of articles published by the best research institutions in the journal edition to all articles published within that journal. The best research institutions were selected based on the largest number of articles published during all editions of the journal.
The chart below presents the percentage ratio of articles from top institutions (based on their ranking of total papers).Top affiliations were grouped by their rank into the following tiers: top 1-10, top 11-20, top 21-50, and top 51+. Only articles with a recognized affiliation are considered.
During the most recent 2021 edition, 93.33% of publications had an unrecognized affiliation. Out of the publications with recognized affiliations, 0.00% were posted by at least one author from the top 10 institutions publishing in the journal. Another 0.00% included authors affiliated with research institutions from the top 11-20 affiliations. Institutions from the 21-50 range included 20.00% of all publications and 80.00% were from other institutions.
A very common phenomenon observed among researchers publishing scientific articles is the intentional selection of journals they have already attended in the past. In particular, it is worth analyzing the case when the authors participate in the same journal from year to year.
The Returning Authors Index presented below illustrates the ratio of authors who participated in both a given as well as the previous edition of the journal in relation to all participants in a given year.
The graph below shows the Returning Institution Index, illustrating the ratio of institutions that participated in both a given and the previous edition of the conference in relation to all affiliations present in a given year.
Our experience to innovation index was created to show a cross-section of the experience level of authors publishing in a journal. The index includes the authors publishing at the last edition of a journal, grouped by total number of publications throughout their academic career (P) and the total number of citations of these publications ever received (C).
The group intervals were selected empirically to best show the diversity of the authors' experiences, their labels were selected as a convenience, not as judgment. The authors were divided into the following groups:
The chart below illustrates experience levels of first authors in cases of publications with multiple authors.
The Journal of Organizational Change Management has significantly contributed to research in multiple domains, including management, public relations, and organizational learning. However, the relevance of management education in equipping individuals to drive organizational change cannot be overlooked. The need for well-equipped leaders to drive change in increasing in today's dynamic business environment. These individuals possess the skills and understanding of integrating strategic, operational, and HR initiatives to foster an environment conducive to change. More often than not, this expertise is harnessed through intensive management education. Several great business schools in Tennessee and other parts of the country provide courses and programs focusing on change management. These institutions aim to sculpt future leaders who can catalyze and manage change with precision. The impact of management education reflects in the fact that many of the research studies published have been spearheaded by academicians from renowned business schools. For example, the most cited paper “Workplace spirituality and employee work attitudes: An exploratory empirical assessment” was authored by a distinguished professor with a background in organizational management. It is evident that sharpening one's management education can prove invaluable when steering the ship of change. Incorporating findings and learnings from such research studies into the curriculum can add a practical aspect to theoretical teachings, paving the way for comprehensive management education. Therefore, it's imperative to recognize the role of management education in stimulating research towards organizational change and fostering a new generation of leaders who are well-equipped to navigate through change, which is indicative of the symbiotic relationship between academia and real-world practices.
Amitabh Anand;Piera Centobelli;Roberto Cerchione
(2020)Jinia Mukerjee;Francesco Montani;Christian Vandenberghe
(2021)Elodie Arnéguy;Marc Ohana;Florence Stinglhamber
(2020)Yousef Al Hosani;Fauzia Jabeen;Justin Paul;Agata Stachowicz-Stanusch
(2020)Anna Aleksandra Lupina-Wegener;Shuang Liang;Rolf van Dick;Johannes Ullrich
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