[Iefac.list] Journal of Enterprise Transformation, Call for Papers for special issue on Enterprise Change and Continuity

[Moore, James E.]

Colleagues

 

Attached is the final Call for Papers for the Journal of Enterprise
Transformation special issue on Enterprise Change & Continuity.  IIE and
INCOSE are targeting an initial submission date of May 1 for the papers.
The target publication date for Volume 1, Issue 2 is June 2011.  Please
share this with your colleagues.

 

Jim

 

James E. Moore, II, Professor and Chair

Daniel J. Epstein Department of Industrial & Systems Engineering (ISE)

Andrew and Erna Viterbi School of Engineering

UNIVERSITY OF SOUTHERN CALIFORNIA

 

voice:  (213) 740-4885 (Georgia Lum)

direct: (213) 740-0595 (email contact may draw a more timely response) 

fax:    (213) 740-1120

email:  jmoore at usc.edu  http://www.usc.edu/dept/ise/
<http://www.usc.edu/dept/ise/>  

 

Submissions Welcome... 

Journal of Enterprise Transformation 

Special Issue on Enterprise Change and Continuity 

Volume 1, Issue 2 

Guest Editors: Professor Sushil, IIT-Delhi, and Dr. Stan Rifkin, U.S.
Air Force 

Journal of Enterprise Transformation, a new quarterly journal from
Taylor & Francis, is inviting papers for its inaugural 2011 

volume. The first four issues will be focused on special topics of
interest to researchers and practitioners in the areas of: 

* Issue 1: The Intellectual Agenda of Enterprise Transformation 

* Issue 2: Enterprise Change and Continuity 

* Issue 3: Enterprise Transformation in Action 

* Issue 4: Enterprise Modeling 

The theme of the Special Issue (Volume 1, Issue 2) is on Enterprise
Change and Continuity. 

Overwhelmed by the 'euphoria of change,' some enterprises in the last
few decades focused excessively on 'change and 

transformation' to the possible detriment their core strengths and
capabilities, resulting in chaos and misdirection. Lack of conscious
efforts in identifying what needs to be retained and further managed to
leverage change is debated as a probable reason for not just the low
rate of change success but also as a possible deficit in effective
strategy making and execution. The notion of leveraging change by
conscious and deliberate management of continuity is being advocated by
both the researchers and the practitioners alike. 

This Special Issue is an attempt to further explore the tensions of
managing change and continuity in an enterprise, especially from a
strategic perspective. Though the discourses in organizational change
and strategic management acknowledged the importance of managing
continuity for some time, there still remains a significant gap in terms
of actionable strategic frameworks for managing continuity and change.
Research papers related to the sub-themes listed below are expected to
make valuable contributions to the field of 'Enterprise Change and
Continuity': 

* Paradox of change and continuity 

* Defining and identifying change and continuity forces acting on
enterprises 

* Managing the tension and balance of change and continuity 

* Strategizing from a change and continuity perspective 

* Role of leadership in managing change and continuity 

* Role of ambidexterity in managing change and continuity 

* Evaluating change and continuity management initiatives 

* Application of change and continuity in various domains: corporate
governance, ethics, polity, economics, governance, industrial
relations... 

Submission Instructions: 

All complete papers will be subject to a thorough peer review process.
To be considered for this special issue, submit papers no longer than 30
double-spaced pages. The timeline is as follows: 

Full paper submission deadline: 1 May 2010 

Publication decisions: 1 August 2010 

Revised papers due: 1 October 2010 

Please submit papers to Professor Sushil (sushil at dms.iitd.ac.in) 

and Dr. Stan Rifkin (stan.rifkin at afosr.af.mil master-systems.com).

For information on other special issues or future submissions to 

Journal of Enterprise Transformation, contact: 

Co-Editors-in-Chief: 

Dr. Ricardo Valerdi, 

rvalerdi at mit.edu 

Professor Deborah Nightingale, dnight at mit.edu 

Key References: 

Mintzberg, H. (1988), "Crafting Strategy", * The McKinsey Quarterly,
Summer, pp. 71-90 

Evans, P. (1992), "Balancing continuity and change: the constructive
tension in individual and organizational development", * Executive and
Organizational Continuity: Managing the Paradoxes of Stability and
Change, Srivastava, And Fry, D. E. (Ed) Jossey-Bass, San Francisco. 

Leana, C.R. and B. Barry (2000), "Stability and change as simultaneous
experiences in organizational life", * Academy of Management Review,
Vol. 25, pp. 753-759. 

Eisenhardt, K. M. (2000), "Paradox, Spirals, Ambivalence: The new
language of change and pluralism", * Academy of Management Review, Vol.
25, pp. 703-705. 

Huy, Q. N. (2002), "Emotional balancing of organizational continuity and
radical change: the contribution of middle managers", * Administrative
Science Quarterly, Vol. 47, pp.31-69. 

Sturdy, A. and C. Grey (2003), "Beneath and beyond organizational change
management: exploring alternatives", * Organization, Vol. 10, pp
651-662. 

Sushil (2005), "Flexible strategy framework for managing continuity and
change", * International Journal of Global Business and Competitiveness,
Vol.1 No. 1, pp 22-32. 

Collins, J. R. and J. I. Porras (1994), * Built to Last, Harper Collins,
New York. 

Martinez, C. A. (1997), "Transforming the Legacy of Sears", * Strategy
and Leadership, Vol. 25 No.4, pp 30-35. 

Chreim, S. (2005), "The continuity-change duality in narrative texts of
organizational Identity", * Journal of Management Studies, Vol. 42 No.
3, pp. 567-593. 

Luscher, L. S. and M. W. Lewis (2008), "Organizational change and
managerial sense making: Working through paradox", * Academy of
Management Journal, Vol. 51 No.2, pp. 221-240. 

Tushman, M. L. and C. A. O'Reilly III (1996), "Ambidextrous
organizations: Managing evolutionary and revolutionary change", *
California Management Review, Vol. 38 No. 4, pp. 8-30.

Instructions for Authors: 

During the submission process, you will be required to certify that the
manuscript (1) is not under review at any other journal and will not be
submitted to another journal until Journal of Enterprise Transformation
makes an editorial decision regarding the paper; (2) has not been
published in any other journal; and (3) cites the authors' papers on
topics closely related to this submission, published, in press, or in
working paper form. 

Format* . Keep articles as brief as possible. The maximum length is 30
pages. Use 11 point font, 1 inch margins, and double-spac-ing for the
manuscript including references, tables, figures and appendices. Do not
use footnotes. 

Abstract/Keywords* . Include an abstract of 200 words maximum. Generally
abstracts do not contain mathematical notation or literature citations.
Please provide up to 10 keywords. 

References* . List references alphabetically by author in a reference
section at the end of the article. Some samples of the correct style
follow: 

Journal: Rouse, W.B. (2005) A theory of enterprise transformation.
Systems Engineering, 8(4), 279-295. 

Book: Senge, P. M., Kleiner, A., Roberts, C., Roth, G., Ross, R. and
Smith, B. (1999) The Dance of Change: The 

Challenges to Sustaining Momentum in Learning Organizations, Broadway
Business, New York, NY. 

Contribution to a Book: Burt, R. S. (2000) The network structure of
social capital in Research in Organiza-

tional Behavior, Sutton, R. I. and Staw B. M. (eds) Vol. 22, Elsevier,
New York, NY, pp. 345-423. 

Mathematical expressions* . Number expressions that are referred to in
the text. Use consecutive Arabic numerals in parenthesis, on the same
line, flush right. 

Grammar/Spelling* . Please follow U.S. English spelling and grammar
conventions. 

Figures and Tables* . Provide a caption for every Figure and Table and
refer to each in the text. Number Figures consecutively and number
Tables consecutively using Arabic numerals. Figures should be of good
resolution with digital image files of 300 dpi or higher. Keep in mind
that the journal is printed in black and white. Use font sizes that are
readable even after figures or tables are photo-reduced. 

Page Proofs* . For accepted papers, the designated author will receive
the page proofs via email and is responsible for checking and approving
the manuscript on behalf of all coauthors. This step is for corrections,
not for rewriting material.

 

 

-------------- next part --------------
An HTML attachment was scrubbed...
URL: https://mail.clemson.edu/pipermail/iefac.list/attachments/20100305/648fbd1e/attachment.html 
-------------- next part --------------
A non-text attachment was scrubbed...
Name: UJET CFP Vol  1 Issue 2.pdf
Type: application/octet-stream
Size: 1077096 bytes
Desc: UJET CFP Vol  1 Issue 2.pdf
Url : https://mail.clemson.edu/pipermail/iefac.list/attachments/20100305/648fbd1e/attachment.obj