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The Journal of Applied Behavioral Science

The Journal of Applied Behavioral Science

2018 Impact Factor: 1.676
2018 Ranking: 141/217 in Management | 44/82 in Psychology, Applied
Source: Journal Citation Reports (Web of Science Group, 2019)
A Publication of the NTL Institute

Editor
W. Warner Burke Teachers College, Columbia University, USA


eISSN: 15526879 | ISSN: 00218863 | Current volume: 55 | Current issue: 4 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).  

All issues of The Journal of Applied Behavioral Science are available to browse online.

Journal Focus

The Journal of Applied Behavioral Science (JABS) brings to scholars and professionals the latest theory and research on processes and techniques of change in groups, organizations and larger systems, and academic-practitioner collaborations. The journal also informs professionals and organizations on issues in group, organizational and system dynamics.

Specifically, these interests are directed toward four related audiences:

  • Organizational and behavioral researchers and educators studying processes and techniques of organizational and social change
  • Organizational change professionals in a variety of disciplines and sectors who want to base their practice on evidence-based knowledge
  • Organization staff professionals who seek to learn more about the processes of change
  • Policymakers who apply behavioural science knowledge and practice to promote positive societal change .

Aims and Objectives

The journal publishes material designed to facilitate and assess positive organizational change. The specific goals of the journal are to:

  • Present new conceptual frameworks and or extend established models that explain the results of different approaches to change
  • Describe organizational interventions and techniques intended to facilitate change in teams, organizations and systems
  • Develop applications of behavioral science in its various forms that help understanding of, and improvements to, a wide range of social processes, such as decision making, strategic planning, leadership, policy making, behavioral change, employee engagement, post-merger integration, teamwork, culture change, and leveraging diversity
  • Examine the underlying values, assumptions, and biases of various approaches to change to compare their effectiveness in different settings and contexts
  • Develop and explore new ways of knowing and advance alternative knowledge creation processes.
  • Test or explore empirically particular change practices and processes within the larger domains of organization development, strategic and institutional change.
  • Develop means of academic-practitioner collaboration that foster successful change

The Journal of Applied Behavioral Science contributes conceptually and empirically to the evolution of organizational change and development, providing insightful and thought-provoking scholarship.

Submissions can include:

  • Empirical articles presenting applied research and applications
  • Conceptual or model-building articles
  • Comment on or response to recently published articles
  • Essays and provocations prompting discussion, thought-provoking insight or challenging current perspectives (Prospective authors should submit a 400 word proposal setting out the idea for consideration)
  • Methodology corner with submissions on new or updated methods and approaches to collecting and analyzing data for applied research.
  • Practitioner’s corner connecting scholarship and practice. These submissions are 800 word contributions from practitioners drawing in experiential knowledge in reflecting on topical practices and lessons learned.
  • We encourage proposals for Special Issues providing balanced and in-depth coverage of new or expanding topics
  • Review issues providing thematic overview and depth on particular subject matter. Articles published in Review issues are meant to summarize the current state of knowledge on a focal topic, evaluate or assess the body of work surveyed, and provide clear directions for future applied research.

Interdisciplinary in Scope
The Journal of Applied Behavioral Science is interdisciplinary and seeks to provide complete and balanced coverage of the latest developments in applied behavioral science and organizational change. The journal welcomes contributions from any social science discipline where they address change and are applied in their focus.

Editor
W. Warner Burke Teachers College, Columbia University, USA
Managing Editor
Lauren Catenacci-Francois Teachers College, Columbia University, USA
Associate Editors
Allan H. Church PepsiCo, INC. USA
Thomas G. Cummings University of Southern California, USA
Michael R. Manning New Mexico State University, USA
Jean Neumann The Tavistock Institute, UK
Debra Noumair Teachers College, Columbia University, USA
William A. Pasmore Teachers College, Columbia University, USA
Gavin M. Schwarz University of New South Wales, Australia
Editorial Board
Achilles Armenakis Auburn University, USA
Frank Barrett Naval Postgraduate School, USA
Jean M. Bartunek Boston College, USA
Michael Beer Harvard University and Center for Organizational Fitness, USA
Diane Bergeron Case Western Reserve University, USA
Caryn Block Teachers College, Columbia University, USA
R. Wayne Boss University of Colorado at Boulder, USA
Richard E. Boyatzis Case Western Reserve University, USA
Hilary Bradbury Oregon Health & Science University, USA
Philip Braddy Center for Creative Leadership, USA
David L. Bradford  
David Bright Wright State University, USA
L. David Brown Harvard University, USA
Barbara Benedict Bunker State University of New York at Buffalo, USA
Gervase R. Bushe Simon Fraser University, Canada
Alice Cahill Center for Creative Leadership, USA
Kim Cameron University of Michigan, USA
Tomas Chamorro-Premuzie Hogan Assessments, USA
Samia Chreim University of Ottawa, Canada
David Coghlan Trinity College Dublin, Ireland
David L. Cooperrider Case Western Reserve University, USA
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, USA
Carolyn Egri Simon Fraser University, Canada
Joyce Falkenberg Agder University College, Norway
Ann Feyerherm Pepperdine University, USA
Jeffrey Ford The Ohio State University, USA
Arthur Freedman National Labor College, George Meany Center for Labor Studies, USA
Ronald Fry Case Western Reserve University, USA
Ante Glavas KEDGE Business School, France
David Grant Griffith Business School, Australia
Barbara Gray Pennsylvania State University, USA
Bruce J. Hanson Concordia University, USA
Loizos Heracleous University of Warwick, UK
Deborah Howard NTL Institute, USA
Robert Hurley Fordham University, USA
Quy Nguyen Huy INSEAD, France
R. Duane Ireland Texas A & M University, USA
David Jamieson University of St. Thomas, USA
Karen J. Jansen University of Virginia, USA
Claudy Jules Accenture, Netherlands
Kathy E. Kram Boston University, USA
Gary Latham Univeristy of Toronto, Canada
Jean Kantambu Latting University of Houston, USA
Roy Lewicki The Ohio State University, USA
Craig C. Lundberg Cornell University, USA
Robert J. Marshak 2004
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, USA
Mitchell Neubert Baylor University, USA
Cliff Oswick City University London, UK
Jill W. Paine Instituto de Empresa, Spain
Ian Palmer University of Technology, Sydney, Australia
William Pasmore Teachers College, Columbia University, USA
Sudershan Pasupuleti The University of Texas Rio Grande Valley, USA
Marshall Scott Poole University of Illinois, USA
Kenneth Rhee  
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, USA
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, USA
Gretchen Spreitzer University of Michigan, USA
Inger Stensaker Norwegian School of Economics and Business Administration, Norway
Ramkrishnan (Ram) Tenkasi Benedictine University, USA
Tojo Thatchenkery George Mason University, Australia
Paul D Tolchinsky Performance Development Associates and Case Western Reserve University, USA
Andy Van de Ven University of Minnesota, USA
James D. Westaby Columbia University, USA
Richard W. Woodman 2005-2010
Kevin Wooten University of Houston at Clear Lake, USA
Christopher Worley Pepperdine University and Center for Effective Organizations, University of Southern California, USA
Feirong Yuan University of Kansas, USA
Danielle P. Zandee Nyenrode Business University, Netherlands
Former Editors
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  • Wilson Social Sciences Index Retrospective
  • 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 Warner Burke, Editor, at burke1@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, Warner Burke, 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.

    As part of our commitment to ensuring an ethical, transparent and fair peer review process SAGE is a supporting member of ORCID, the Open Researcher and Contributor ID. ORCID provides a unique and persistent digital identifier that distinguishes researchers from every other researcher, even those who share the same name, and, through integration in key research workflows such as manuscript and grant submission, supports automated linkages between researchers and their professional activities, ensuring that their work is recognized.

    The collection of ORCID iDs from corresponding authors is now part of the submission process of this journal. If you already have an ORCID iD you will be asked to associate that to your submission during the online submission process. We also strongly encourage all co-authors to link their ORCID ID to their accounts in our online peer review platforms. It takes seconds to do: click the link when prompted, sign into your ORCID account and our systems are automatically updated. Your ORCID iD will become part of your accepted publication’s metadata, making your work attributable to you and only you. Your ORCID iD is published with your article so that fellow researchers reading your work can link to your ORCID profile and from there link to your other publications.

    If you do not already have an ORCID iD please follow this link to create one or visit our ORCID homepage to learn more.

    If you or your funder wish your article to be freely available online to nonsubscribers immediately upon publication (gold open access), you can opt for it to be included in SAGE Choice, subject to the payment of a publication fee. The manuscript submission and peer review procedure is unchanged. On acceptance of your article, you will be asked to let SAGE know directly if you are choosing SAGE Choice. To check journal eligibility and the publication fee, please visit SAGE Choice. For more information on open access options and compliance at SAGE, including self/author archiving deposits (green open access) visit SAGE Publishing Policies on our Journal Author Gateway.

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

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