Journal of Change Management (J Change Manag)

Publisher: Taylor & Francis (Routledge)

Journal description

Given the additional pressures of new technology, global competition and changing markets, companies are increasingly encountering the need for strategic level transformation. This transformation encompasses all parts of a business, its structure, processes, resources, technology and its culture. Success goes to those who can visualize how markets are changing, identify new configurations of service or delivery and "change the rules of the game". The Journal of Change Management provides an international, peer-reviewed forum to explore all the strategic and tactical factors affecting and effecting change in organizations today: Original, applied articles by leading international practitioners, expert consultants and respected academics; Hands-on case studies from blue-chip companies worldwide; Book reviews summarising content and assessing relevance; Each article is subjected to peer review to ensure the journal is authoritative, accessible and relevant.

Current impact factor: 0.00

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website Journal of Change Management website
Other titles Journal of change management (Online)
ISSN 1469-7017
OCLC 49912005
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Taylor & Francis (Routledge)

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • On author's personal website or departmental website immediately
    • On institutional repository or subject-based repository after a 18 months embargo
    • Publisher's version/PDF cannot be used
    • On a non-profit server
    • Published source must be acknowledged
    • Must link to publisher version
    • Set statements to accompany deposits (see policy)
    • The publisher will deposit in on behalf of authors to a designated institutional repository including PubMed Central, where a deposit agreement exists with the repository
    • SSH: Social Science and Humanities
    • Publisher last contacted on 25/03/2014
    • This policy is an exception to the default policies of 'Taylor & Francis (Routledge)'
  • Classification
    ​ green

Publications in this journal

  • Journal of Change Management 09/2015; DOI:10.1080/14697017.2015.1067243
  • Journal of Change Management 07/2015; DOI:10.1080/14697017.2015.1058845
  • [Show abstract] [Hide abstract]
    ABSTRACT: Professional autonomy and managerial control do not go well together. This article is a longitudinal analysis of a restructuring process at a Norwegian hospital. The aim is to shed light on the process factors underlying the conflict between professionals and managers in the context of organizational change. Previous literature on institutional change describes the conflict between managers and professionals as a battlefield with potential collaboration at the micro level. Based on the findings, it is argued that a more adept picture is to understand it in the light of a professional system. When challenged by new structures, the professionals in this case sought to recuperate its boundaries. The imposed change ignited a turf war between the different communities. While control may oppose professional autonomy, coordination may oppose professionals' needs to be unique and incomparable. The findings are relevant for future change programmes where managers need to collaborate with professionals.
    Journal of Change Management 05/2015; 15(3):1-22. DOI:10.1080/14697017.2015.1028573
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article examines the controllable nature of organizational change. Its purpose is to provide a new reading of the process of change via the instrumentation of control that an organization can put in place. How do control systems intervene in the process of organizational transformation? How can they be used to shake up long-standing practices and justify the changes required? These research questions are answered by combining the results from the control system and organizational fields of research. This allows the authors to analyse the link between control systems and the different aspects of change: radicality, intentionality and temporality. The conceptual framework is then tested via a case study of a family business succession. This article makes several major contributions. First, it shows that there is a dynamic interaction between control and change: its radicality (evolutionary-revolutionary), its intentionality (built-prescribed) and its temporality (unfreezing, moving and refreezing). Furthermore, it demonstrates that control systems are able to structure a family business succession by inducing suitable behaviours. In addition, it provides an understanding of how individual and organizational learning, which are necessary in situations of change, can be initiated and tallied with control systems.
    Journal of Change Management 03/2015; 15(1):19-42. DOI:10.1080/14697017.2014.922603
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this paper, we show how process thinking enables analysis of change in a world of forces and flows, bringing out the contingent nature of change, the importance of activating inherent forces, the power of heterogeneity of factors, and the temporality of change. We apply an extended sensemaking framework to a concrete case of change in a Multinational Corporation, in which we demonstrate and explain how two separate processes under the same change programme involving the same actors and under the same management achieved significantly different degrees of momentum. Our contribution to the sensemaking literature lies in relating social interacts with commitment and the narratives that underlie the change processes. At a more general level, the analysis shows that what drives organizational change may be the dynamics inherent in the process rather than its initial rationale or its context.
    Journal of Change Management 03/2015; 15(2):1-25. DOI:10.1080/14697017.2015.1018304
  • [Show abstract] [Hide abstract]
    ABSTRACT: Business schools, which are at the forefront of teaching organizational change management, need to change themselves substantially. The prime intent of this reflection is to contribute to the improvement of business schools so that society as a whole is better able to deal with the complexities of today's world. The central argument consists of three main parts: (1) the intellectual content of business schools, (2) the mindset that business schools inculcate in their students and faculty, and the kinds of psychology that are taught in them, and finally, (3) the philosophical underpinnings of business schools. In brief, we are concerned with the intellectual, emotional, and philosophical foundations of business schools. We view them not only as highly interactive, but also as fundamentally inseparable.
    Journal of Change Management 03/2015; 15(2):1-7. DOI:10.1080/14697017.2015.1014643
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study is an attempt to conceptualize and develop a supplier resilience scale in the context of supplier-buyer relations. There has been a surge in scholarly attention to understand and conceptualize organizational resilience at the theoretical level. Yet, there are also only a few empirical studies investigating organizational resilience in relation to organizational performance. Despite the growing acknowledgement that organizations operate within networks of suppliers, organizational resilience has not been studied at the supplier level and in supplier-buyer relations. Driven by the need to fill this gap, this study aims at adapting the construct of resilience for the context of supplier-buyer relations management and to develop a supplier resilience measurement scale. Supplier resilience is operationalized through an index and its dimensions are measured by data obtained from a sample of 183 supplier firms. The findings of this study conclude that the scale is an adequate and empirically validated measure of supplier resilience across manufacturing and services industries. Further empirical and theoretical implications for supplier resilience measure are discussed.
    Journal of Change Management 11/2014; 15(1):1-19. DOI:10.1080/14697017.2014.889737
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Existing studies provide limited perspectives on consequences of corporate attempts to co-opt employees' identities and gain their commitment to management-espoused, values-based culture change, especially when employees perceive that managers are not living the required values. We conducted a grounded, empirical study within the Australian financial sector and explored employees' narrated experiences of living through a strategic cultural change programme, one which fostered strong social identification with the organization. Employees' informal folkloric activities privately validated (or otherwise) the corporate values through management's enactment of them: a derived and interpretative process we describe as employee ‘received practice’. When employees negatively experienced critical incidents, they had no legitimate avenue for contested meaning-making activities to resolve their concern; there was no available ‘negotiated practice’. Employee disengagement, diminished commitment and loss of discretionary energy resulted. Contributing to theory building, this paper presents ‘commitment through contestation’ as a sustainable, co-created corporate culture process. We propose that design of a conducive and situated environment, which validates folkloric discourse and includes employees in controversial dialogue within a relationship of mutuality, may foster sustainable cultural change by the addressing of value-threatening events and by allowing reaffirmation of both employee identification and their conditional commitment to the organization.
    Journal of Change Management 07/2014; 14(2). DOI:10.1080/14697017.2014.896391