Additional Guidelines for Publication

Bartunek J. M. Rynes S. L. (2010). The construction and contribution of implications for practice: What’s in them and what might they offer? Academy of Management Learning & Education, 9, 100-117.

Bernerth J. B. Walker H. J. Walter F. Hirschfeld R. R. (2011). A study of workplace justice differences during times of change: It’s not all about me. Journal of Applied Behavioral Science, 47, 336-359.

Burke W. W. (Chair). (2011, August). Writing implications for practice that truly inform practitioners. Professional Development Workshop, Academy of Management Meeting, San Antonio, TX.

Chreim S. Tafaghod M. (2012). Contradiction and sensemaking in acquisition integration. Journal of Applied Behavioral Science, 48, 5-32.

Daskalaki M. (2012). Recontextualizing new employee induction: Organizational entry as a change space. Journal of Applied Behavioral Science, 48, 93-114.

Dewulf A. Bouwen R. (2012). Issue framing in conversations for change: Discursive interaction strategies for “Doing differences.” Journal of Applied Behavioral Science, 48, 168-193.

Foldy E. G. (2012). Something of collaborative manufacture: The construction of race and gender identities in organizations. Journal of Applied Behavioral Science, 48, 495-524.

Goodman P. S. Ramanujam R. (2012). The relationship between change across multiple organizational domains and the incidence of latent errors. Journal of Applied Behavioral Science, 48, 410-433.

Grant D. Marshak R. J. (2011). Toward a discourse-centered understanding of organizational change. Journal of Applied Behavioral Science, 47, 204-235.

Kieser A. Leiner L. (2009). Why the rigor-relevance gap in management research is unbridgeable. Journal of Management Studies, 46, 516-533.

Langley A. Golden-Biddle K. Reay T. Denis J. Hébert Y. Lamothe L. Gervais J. (2012). Identity struggles in merging organizations: Renegotiating the sameness–difference dialectic. Journal of Applied Behavioral Science, 48, 135-167.

McDermott A. M. Keating M. A. (2012). Making service improvement happen: The importance of social context. Journal of Applied Behavioral Science, 48, 62-92.

Meyer C. B. (2012). When radical reforms are on the agenda: Managing politics in government. Journal of Applied Behavioral Science, 48, 194-224.

Michael B. Neubert M. J. Michael R. (2012). Three alternatives to organizational value change and formation: Top-down, spontaneous decentralized, and interactive dialogical. Journal of Applied Behavioral Science, 48, 380-409.

Oreg S. Vakola M. Armenakis A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Applied Behavioral Science, 47, 461-524.

Schwarz G. M. (2012). Shaking fruit out of the tree: Temporal effects and life cycle in organizational change research. Journal of Applied Behavioral Science, 48, 342-379.

Sharma A. Kearins K. (2011). Interorganizational collaboration for regional sustainability: What happens when organizational representatives come together? Journal of Applied Behavioral Science, 47, 168-203.

Taylor S. N. Bright D. S. (2011). Open-mindedness and defensiveness in multisource feedback processes: A conceptual framework. Journal of Applied Behavioral Science, 47, 432-460.

Vermaak H. (2012). Facilitating local ownership through paradoxical interventions. Journal of Applied Behavioral Science, 48, 225-247.

Zand D. (2010). An OD Odyssey: In search of inward light. Journal of Applied Behavioral Science, 46, 424-435.