The Journal of Applied Behavioral Science
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The Journal of Applied Behavioral Science

A Publication of the NTL Institute

2014 Impact Factor: 0.914
2014 Ranking: 122/185 in Management | 46/76 in Psychology, Applied
Source: 2014 Journal Citation Reports ® (Thomson Reuters, 2015)

Editor
William A. Pasmore Teachers College, Columbia University, USA

eISSN: 15526879| ISSN: 00218863|Current volume: 51|Current issue: 2 Frequency: Quarterly

The Journal of Applied Behavioral Science is the leading international journal on the effects of evolutionary and planned change. Founded and sponsored by the NTL Institute, the Journal is continually breaking ground in its exploration of group dynamics, organization development, and social change.

Committed to Meeting your Needs

The Journal of Applied Behavioral Science brings both scholars and professionals the latest discussion of efforts to improve the quality of human life. The journal provides scholars the best in research, theory, and methodology, while also informing professionals and their clients of issues in group and organizational dynamics. Specifically, is directed toward four related audiences:

  • Behavioral scientists studying the processes of social change
  • Professionals from a range of backgrounds who want to base their practice on relevant knowledge
  • Clients of human resource professionals who seek to understand the processes of planned changes
  • Policymakers studying potential contributions of the behavioral sciences to the future of our society

Aims and Objectives

With diverse audiences in mind, publishes a variety of material designed to help individuals and organizations promote positive, successful change. The specific goals of the journal are to:

  • Present a range of conceptual frameworks that explain, predict, and illuminate the implications of action
  • Describe social inventions, intervention techniques, consultation activities, emergent innovations, and educational practices
  • Employ the full range of social science
  • Examine underlying values, assumptions, biases, and beliefs associated with various forms of change

Comprehensive Coverage

The Journal of Applied Behavioral Science’s articles keep up with the evolution of the field, ensuring that you receive the best and latest analyses on the spectrum of social change. In each volume, you’ll find a wide range of insightful and thought-provoking scholarship, including:

  • Peer-Reviewed Articles presenting both research and applications
  • Brief Biographical Essays highlighting the work of leaders in the field
  • Case Studies providing a rich source of ideas, information, and methods
  • Humorous Articles offering unique perspectives on the culture of people and organizations and those who study them
  • Comments and Responses adding insight to current and recent works published in the journal
  • Review Essays spotlighting the current state of the field through analyses of new related books
  • Special Issues providing balanced and in-depth coverage of new or expanding topics

Interdisciplinary in Scope

The Journal of Applied Behavioral Science taps its interdisciplinary nature to provide you with complete and balanced coverage of the field s latest developments and advances. Distinguished authors from around the world bring you original analyses and views from a variety of disciplines, including:

  • Group Dynamics
  • Organization Development
  • Research Methods
  • Race and Ethnicity
  • Health Care
  • Leadership and Management
  • Psychology
  • Gender
  • Sociology
  • Applied Anthropology
  • Organizational Psychology
  • Experiential Methods

This journal is a member of the Committee on Publication Ethics (COPE).  

The Journal of Applied Behavioral Science brings both scholars and professionals the latest discussion of efforts to understand the process of change in organizations and systems. The journal provides scholars the latest research, theory, and methods, while also informing professionals and their clients of issues in group, organizational and system dynamics. Specifically, is directed toward four related audiences:

  • Behavioral scientists studying processes of organizational and social change
  • Professionals in a variety of disciplines and sectors who want to base their consulting practice on research-based knowledge
  • Human resource professionals who seek to learn more about the process of planned change
  • Policymakers contemplating potential contributions of the behavioral sciences to the future of our society

Aims and Objectives

With these diverse audiences in mind, the journal publishes a variety of material designed to help individuals and organizations promote positive, successful change. The specific goals of the journal are to:

  • Present new conceptual frameworks that explain, predict, and illuminate the impact of different approaches to change
  • Describe social inventions, intervention techniques, consultative activities, emergent innovations, and educational practices intended to induce positive change in teams, organizations and systems
  • Applications of behavioral science to understanding and improving a wide range of social processes such as decision making, strategic planning, policy making, employee engagement, post-merger integration, teamwork, and leveraging diversity
  • Examine underlying values, assumptions, biases, and beliefs associated with various approaches to change to compare and contrast their effectiveness in different settings and contexts

Comprehensive Coverage

The Journal of Applied Behavioral Science’s articles keep up with the evolution of the field, ensuring that you receive the best and latest analyses on the spectrum of social change. In each volume, you’ll find a wide range of insightful and thought-provoking scholarship, including:

  • Peer-Reviewed Articles presenting both research and applications
  • Brief Biographical Essays highlighting the work of leaders in the field
  • Case Studies providing a rich source of ideas, information, and methods
  • Insightful articles offering unique perspectives on the culture of people and organizations and those who study them
  • Comments and Responses adding depth and perspective to current and recent works published in the journal
  • Special Issues providing balanced and in-depth coverage of new or expanding topics

Interdisciplinary in Scope

The Journal of Applied Behavioral Science taps its interdisciplinary nature to provide you with complete and balanced coverage of the field s latest developments and advances. Distinguished authors from around the world bring you original analyses and views from a variety of disciplines, including:

  • Group Dynamics
  • Organization Development
  • Research Methods
  • Race, Ethnicity, Gender and Cultural Diversity
  • Health Care
  • Leadership and Management
  • Psychology
  • Sociology
  • Applied Anthropology
  • Social and Organizational Psychology
  • Experiential Methods
  • Positive Psychology

 

Managing Editor
Mary Pasmore Teachers College, Columbia University, USA
Former Editor, 1965-1970
Former Editor, 1971-1974
Former Editor, 1974-1979
Former Editor, 1979-1987
Former Acting Co-Editors, 1987-1989
Former Editor, 1990-2003
Clayton P. Alderfer Alderfer & Associates
Former Acting Editor, 2004
Robert J. Marshak American University
Former Editor, 2005-2010
Richard W. Woodman Texas A&M University, USA
Associate Editors
Jean M. Bartunek Boston College, USA
W. Warner Burke Teachers College, Columbia University, USA
Karen J. Jansen University of Virginia, USA
Michael R. Manning New Mexico State University
Jean Neumann The Tavistock Institute, UK
Gavin M. Schwarz University of New South Wales
Ramkrishnan (Ram) Tenkasi Benedictine University
Editorial Board
Clayton Alderfer Alderfer & Associates
Achilles Armenakis Auburn University, USA
Frank Barrett Naval Postgraduate School
Michael Beer Harvard University and Center for Organizational Fitness
Diane Bergeron Case Western Reserve University
R. Wayne Boss University of Colorado at Boulder, USA
Richard E. Boyatzis Case Western Reserve University
Hilary Bradbury Oregon Health and Science University
Philip Braddy Center for Creative Leadership
David L. Bradford  
David Bright Wright State University
L. David Brown Harvard University
Barbara Benedict Bunker State University of New York at Buffalo
Gervase R. Bushe Simon Fraser University, Canada
Kim Cameron University of Michigan, USA
Samia Chreim University of Ottawa, Canada
Allan H. Church PepsiCo, Inc.
David Coghlan Trinity College Dublin
David L. Cooperrider Case Western Reserve University
Julie Wolfram Cox Deakin University, Australia
Jacqueline Coyle-Shapiro London School of Economics, UK
Thomas G. Cummings University of Southern California, USA
Richard Dunford University of Sydney, Australia
Amy Edmondson Harvard University
Carolyn Egri Simon Fraser University, Canada
Joyce Falkenberg Agder University College, Norway
Ann Feyerherm Pepperdine University
Jeffrey Ford The Ohio State University, USA
Arthur Freedman National Labor College, George Meany Center for Labor Studies
Ronald Fry Case Western Reserve University
David Grant University of Sydney, Australia
Barbara Gray Pennsylvania State University, USA
J. Richard Hackman Harvard University
Loizos Heracleous University of Warwick and Oxford University
Deborah Howard NTL Institute
Quy Nguyen Huy INSEAD, France
Claudy Jules Accenture
Tom Keenoy University of Leicester and King’s College, University of London, UK
Kathy E. Kram Boston University
Jean Kantambu Latting University of Houston
Chung-Ming Lau Chinese University of Hong Kong, PRC
Craig C. Lundberg Cornell University
Robert J. Marshak American University
Michael Miles University of Ottawa, Canada
Philip H. Mirvis Organizational Psychologist and Organization Development Consultant
Susan Albers Mohrman Center for Effective Organizations, University of Southern California
Jane B. Moosbruker Organization Development Consultant and American University
Mitchell Neubert Baylor University, USA
Debra Noumair Teachers College, Columbia University, USA
Cliff Oswick City University London, UK
Jill W. Paine Instituto de Empresa
Ian Palmer University of Technology, Sydney, Australia
Marshall Scott Poole University of Illinois, USA
Peter J. Robertson University of Southern California, USA
Denise M. Rousseau Carnegie Mellon University, USA
Raymond Saner University of Basle and Center for Socio-Economic Development (CSEND), Switzerland
John E. Sawyer University of Delaware
Gavin M. Schwarz University of New South Wales
Christina Shalley Georgia Institute of Technology, USA
Abraham B. (Rami) Shani California Polytechnic State University and Politecnico di Milano, Italy
Melvin Smith Case Western Reserve University
Gretchen Spreitzer University of Michigan, USA
Inger Stensaker Norwegian School of Economics and Business Administration, Norway
Tojo Thatchenkery George Mason University, Australia
Paul D Tolchinsky Performance Development Associates and Case Western Reserve University
James D. Westaby Columbia University, USA
Frances R. Westley University of Waterloo, Canada
Richard W. Woodman Texas A&M University, USA
Kevin Wooten University of Houston at Clear Lake
Christopher Worley Pepperdine University and Center for Effective Organizations, University of Southern California
Feirong Yuan University of Kansas
Danielle P. Zandee Nyenrode Business Universiteit
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  • Manuscripts should be submitted through our online submission website http://mc.manuscriptcentral.com/jabs. Correspondence on editorial matters, and general inquiries should be directed to William Pasmore, Editor, at jabs@exchange.tc.columbia.edu.

    As its style guide, JABS uses the Publication Manual of the American Psychological Association (6th ed.). All manuscripts must meet the requirements of style established in this manual. All manuscripts must be double-spaced (including lengthy quotations, endnotes, references, tables, and appendix materials). Manuscripts should not exceed 30 pages, including abstract, references, tables and figures. Margins must be at least one inch on all sides. Each table and figure must appear on a separate page, with its location indicated in the text (e.g., "Table I about here") on a separate line. On a cover page, provide the manuscript title, the names of all authors, and all authors' professional titles, affiliations, and complete addresses, including phone and fax numbers. The cover page should also include any acknowledgements, credits, and grant information. To ensure anonymous review of the manuscript, do not include on any other pages any information that could identify authorship. Following the cover page, provide a page with the article title and an abstract of no more than 150 words. Do not use footnotes; provide endnotes on a separate page immediately following the text, under the heading NOTES. Endnotes should offer significant statements, not merely cite references.

    JABS editor, William Pasmore, informs the author directly of a publication decision following review, which normally takes about 12 weeks. JABS follows a blind review process in which reviewers are not informed of authors' identities, and authors are not informed of reviewers' identities. Copies of reviewers' comments are mailed to authors whose submissions undergo blind review. Manuscripts based on papers presented at meetings are welcome. Articles published previously-whether in the US. or abroad-are not acceptable for JABS.

    Policy is against simultaneous submission. Submission of a manuscript clearly implies a commitment to seek publication in JABS alone. The reviewers devote considerable effort to evaluating manuscripts, with no compensation except the opportunity to read papers and the knowledge that they are serving the profession. Based on standards long established for scholarly and professional journals, NTL Institute regards the submission of manuscripts to JABS that are simultaneously submitted to other publications as unacceptable. Articles accepted for publication are generally published in the order in which they are accepted. JABS reserves the right to copy edit manuscripts prior to publication (authors receive the opportunity to review such copy editing). Authors of manuscripts accepted for publication must supply camera-ready artwork for any figures accompanying their articles. All articles published in JABS become the property of NTL Institute.

    Authors should follow the JABS "Implications for Practice" guidelines located here.

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