Successful organizations respond intelligently to factors which precipitate change. Economic climates, political trends, changes in consumer demands, management policy or structure, employment levels and financial resources – all these elements are constantly at play to ensure that organizations clinging on to static structures will ultimately lose out. But change is a dynamic and alarming thing – this journal addresses how to manage it positively, so that employees give their support and the positive goals set are worked towards with enthusiasm.
Aims and scope
Journal of Organizational Change Management (JOCM) examines creative and alternative philosophies for understanding organizational change and development. It encourages the exploration of alternative paradigms navigating researchers and managers in their thinking and designing transformations of organizational realities. These alternative theoretical frameworks for making sense of changing organizations include the critical theory, post- and meta-modernism, participatory action research and qualitative analyses of change, discourse and organizational transformation practices. The journal encourages interdisciplinary approaches such as organization and ecology, consumption and production and the rhetorical and perfomatory instruments of change and development.