As part of the process of publishing The International Journal of Knowledge, Culture and Change Management, all submissions are sent for peer refereeing, prior to publication. Assessment, comments and guidance by the referees are an essential part of the publication process and invaluable to the authors of the submitted papers.
In recognition of the important role of referees, the international advisory board acknowledges all referees who have refereed papers as an ‘Associate Editor’ in the volume of the journal they have contributed to.
If you would like to referee papers submitted to The International Journal of Knowledge, Culture and Change Management, please email journals@theorganisation.com, with your professional details, areas of expertise and contact details. If we feel you are qualified and we require refereeing for papers within your expertise, we will contact you.
Congratulations to Tracy Freeze the winner of the International Award for Excellence in the area of knowledge, culture and change in organisations with their paper Transforming the Cynic: Recommendations for Leaders Implementing Organizational Change.
Paper abstract: This paper reviews the theoretical and empirical literature on attitudes, employee cynicism toward organizational change and transformational leadership. Many researchers agree that successful implementation of organizational change is essential to the health and progress of organizations (e.g., Armenakis & Bedeian, 1999; Stanley, Meyer, & Topolnytsky, 2005). One barrier to the successful implementation of organizational change is cynicism. Cynicism in the work context is considered to be a state-based attitude and consequently, may be amenable and responsive to leadership behaviors such as those outlined by transformational leadership theory (e.g., Bommer, Rich, & Rubin, 2005; Reichers, Wanous, & Austin, 1997). It is hypothesized that current research and knowledge from the areas of attitude theory, employee cynicism and transformational leadership can inform leaders and offer recommendations for the successful implementation of organizational change. More research is needed to determine the effectiveness of transformational leadership behaviors in the context of employee cynicism toward organizational change. If transformational leadership behaviors are found effective in transforming cynicism, future research should focus on furthering a framework for understanding the underlying determinants of that effectiveness as well as examining the possible detrimental effects of suppressing cynical attitudes.
If you have read this paper and would like to make comments please add a review.
We are pleased to announce that The International Journal of Knowledge, Culture and Change Management has been accepted for inclusion in Scopus.
Scopus is Elsevier’s abstract and citation database; one of the largest in the world.
Congratulations to Susan Bolt, the winner of the International Award for Excellence in the area of knowledge, culture and change in organisations.
Tina’s paper ‘Building the Capacity of Learning Professionals through an Infusion of Formal and Informal Learning’ can be accessed in the online bookstore: http://ijm.cgpublisher.com/product/pub.28/prod.844
Paper Abstract: The success of many organisations depends on their capacity to learn and because of this learning professionals in the fields of education and training are often engaged to build workforce capacity. The success of this scenario depends on the expertise of these learning professionals, but how is their capacity built? Formal learning is typically standardised, centrally controlled and vertically integrated approaches to the transmission of knowledge through organised curriculum modules that can lead to a qualification. Informal learning is more horizontally integrated, dynamic and occurs when people make a conscious effort to learn from their experiences and engage in individual or group reflection (Burns, 2002; Foley, 2004). In the past formal and informal learning were considered separately but an infusion of formal and informal learning may be a more appropriate approach in this new economy. This paper, based on results from an interpretive study investigating professional development in large Australian organisations in 2007, explores the professional development experiences of staff employed in training and educational organisations. Semi-structured interviews and questionnaires, using mixed methods, were conducted with staff from all levels of these organisations to investigate the relationship between adult learners’ professional development and organisations’ change agenda. Results indicated that in some situations there was considerable blurring of boundaries between informal and formal learning experiences. The conclusion is made that a balkanised approach to professional development is insufficient to build the capacity of learning professionals in the 21st Century and a more dynamic approach that moves flexibly between formal and informal learning approaches is recommended.
Paper submissions are now open for Volume 9 of The International Journal of Knowledge, Culture and Change Management.
You will first need to submit a presentation proposal for the conference as either an attending or virtual participant. If accepted you will be able to submit your full paper for refereeing and possible publication in the Journal.
Please check the submission guidelines prior to submitting your paper.
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