Journal of Work-Applied Management -OLD-

The Journal was first launched in 2008 as the Gibaran Journal of Applied Management, 6 volumes were published between 2008-2014.

Effective 2015 the Journal was renamed as the Journal of Work-Applied Management and is published by Emerald Group Publishing Limited.

The Journal of Work-Applied Management provides an authoritative source of applied management research findings for both academics and practitioners. It is intended as an up-to-date record of research in the workplace. The journal is distinguished by its sharp focus on work-applied management research.

The Journal of Work-Applied Management is different, a scholarly and refereed journal that provides an authoritative, yet accessible, source of management information for scholars, practitioners, academics and professionals covering all levels of management right up to CEO.

The Journal of Work-Applied Management publishes academic articles that emphasize how theories are applied in practical business management situations, and/or use data from those situations to build theory, alongside case studies of real life practice and innovation, opinion pieces, editorials and commentaries. It covers most areas of business and management but is especially interested in innovation in practice where emergent theory is created and new ideas are developed and applied. Work-based and work-applied learning are interrogated and promoted within this journal as are theories of change management, action research and action learning.


Volume 10 Issue 1, 2018

  • Transforming self-driven learning using action research
    Eamonn Newman, Margaret Farren
  • Using action research for change in organizations: processes, reflections and outcomes
    John Molineux
  • The thinking behind the action (learning): Reflections on the design and delivery of an executive management program
    Felicity Kelliher, Seán Byrne
  • The unexpected benefits of reflection: a case study in university-business collaboration
    Darryll Bravenboer
  • Influencing project work: exploring the potentials of participatory research
    Kristina Palm, Johan Hansson
  • The relationship among job characteristics organizational commitment and employee turnover intentions: A reciprocation perspective
    Arfat Ahmad
  • Making HRM curriculum relevant – a hypothetical practitioners’ guide
    Vic Benuyenah, Bistra Boukareva

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Volume 9 Issue 2, 2017

  • Revisiting impact in the context of workplace research: a review and possible directions.
    Tony Wall, Lawrence Bellamy, Victoria Evans, Sandra Hopkins
  • The ignorant manager: conceptualising impact with Rancière.
    Deborah Scott
  • Impact through coaching: does the use of models limit connectedness in coaching? 
    Rachel Veronica Robins
  • Positive emotion in workplace impact: The case of a work-based learning project utilising appreciative inquiry.
    Tony Wall, Jayne Russell, Neil Moore
  • Re/searching for “impact”.
    Simon Ellis Poole
  • Beyond Text: the co-creation of dramatised character and iStory.
    Anne Pässilä, Allan Owens, Paula Kuusipalo-Määttä, Tuija Oikarinen, Raquel Benmergui
  • The impact of story: measuring the impact of story for organisational change.
    Lisa Rossetti, Tony Wall
  • The challenges of managing degree apprentices in the workplace: A manager’s perspective. 
    Lisa Rowe, Daniel Moss, Neil Moore, David Perrin
  • Exploring the impact of reflective and work applied approaches.
    Tony Wall

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Volume 9 Issue 1, 2017

  • Exploring a new Division 1 football program on a university campus: An application of collaborative action research in higher education.
    Amanda Greene, Kason O’Neil, Gary Lhotksy
  • Organizational commitment: an empirical analysis of personality traits.
    Muhammad Farrukh, Chong Wei Ying, Shaheen Mansori
  • Embedding employability behaviours.
    Deryn Graham
  • Rethinking the role of management education in developing a “new” locus of CSR responsibility: An Indian case study.
    Tulsi Jayakumar, Rukaiya Kirit Joshi
  • Work-based learning: A learning strategy in support of the Australian Qualifications Framework.
    Shayne D. Baker, Neil Peach, Malcolm Cathcart
  • Review of the 9th International Conference on Researching Work and Learning.
    Jonathan Garnett
  • Facilitating Work-Based Learning: A Handbook for Tutors.
    Jill Shepherd

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Volume 8, 2016

  • Žižekian ideas in critical reflection: the tricks and traps of mobilising radical management insight.
    Tony Wall
  • Models of Work-Based Learning, examples and reflections.
    David Major
  • Investigating telemonitoring practice: a proposed Work-Applied methodology.
    Paul Jurman, Ingy Shafei
  • Using Work-Based and Work-Applied Learning to enhance the intellectual capital of organisations.
    Jonathan Garnett, Selva Abraham, Param Abraham
  • A radical agenda for enabling organisation transformation through Work-Applied Learning.
    Peter Critten
  • Future proofing of tourism entrepreneurship in Oman: challenges and prospects.
    Firdouse Rahman Khan, Jayashree Krishnamurthy
  • Reviving the ubuntu spirit in landscapes of practice: evidence from deep within the forest.
    Tony Wall

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Volume 7, 2015

  • The impact of work-based research projects at postgraduate level.
    Carol Costley Abdulai Abukari 
  • Learning through reflection: the critical role of reflection in work-based learning (WBL).
    Ruth Helyer
  • Recognition of prior learning: opportunities and challenges for higher education.
    Jonathan Garnett , Angele Cavaye
  • Using Action Research and Action Learning (ARAL) to develop a response to the abuse of older people in a healthcare context.
    Fiona McAlinden
  • Doctors as health managers: an oxymoron, or a good idea?.
    Erwin Loh
  • Effective marketing of high-rise luxury condominiums in a middle-income country like Sri Lanka.
    Stephan Anthonisz , Chad Perry

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Volume 6, Number 2, 2014

  • How to make the whole of your medium-sized enterprise more intrapreneurial.
    Brett Dale, Chad Perry
  • A participatory action research study of knowledge management implementation in a large European telecommunication company in their UK office.
    Simon Walker, Shankar Sankaran
  • LAMP: Leadership, Advocate, Management, Professional – a new simple and dynamic medical management competency model for doctors.
    Erwin Loh
  • Switching the focus: driving income growth in the Australian financial services industry through strategic operations rather than traditional product development.
    Robert Morris, Karen White
  • How does contemporary Customer Relationship Management (CRM) in a five star hotel dining room improve guest experience?.
    Adam Hartman
  • Interview with Steve Maras of Maras Group – Building a sustainable property group: an entrepreneur’s perspective.
    Martin Haese, Chad Perry

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Volume 6, Number 1, 2013

  • How mind maps affect the practice of project management in SMEs.
    Henry Toi, Chad Perry
  • Improving market orientation in a small financial services business: an action research case study.
    Andrew Cook
    Case Studies and Case Analyses
  • Using action research to develop new strategic directions in a not for profit learning organisation.
    Carmen Shields, Ron Wideman, Amy Coupal
  • A review of operational efficiency and waste reduction opportunities for a JIS production system.
    Neil Chappell
  • Growing a franchise: a case study of Cibo Espresso.
    Anthony Lowe
  • Entrepreneurship: WomenPreneuers – 21st Century Success Strategies (2012).
    Dorothy Perrin Moore. Donna Vick

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Volume 5, 2012

  • The case for case research in health service management.
    Erwin Loh
  • Evaluation and Validation of a Management Development Program for an Aboriginal Community Organisation.
    Selva Abraham
  • An MBA should consider including a subject on ‘Selling and Sales Management’.
    Warwick Kirby
  • Leveraging cyber safety opportunities to build sustainable competitive advantage in a Victorian private school.
    Kim Stock
  • Enhancing public access to information about healthcare professionals that is pertinent to the wellbeing of the patient.
    Chris Vassilopoulos
  • Commentary on the views of leadership following an interview with the President of the Republic of Seychelles.
    John Wallace
  • The Case for Research.
    Dennis Hardy

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Volume 4, 2011

  • Developing a knowledge management effectiveness model for local governments.
    Karen White, Chris Riley
  • Learning how to invest: using reflective practice to understand how a Malaysian fund manager makes decisions.
    Samsukri Glanville bin Mohammed, Chad Raymond Perry
  • How can action research be used to change an organization towards a market orientation.
    Diane Kalendra
  • Delegation of authority and responsibility in a family-owned business.
    Kamel Al Akhal
  • Leadership development at independent secondary colleges: a needs analysis case study focused on leadership development infrastructure.
    Phadrah Torelle
  • Internal perceptions of pricing methodology in small accounting firms in Australia.
    Devan Seamans

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Volume 3, 2010

  • Managing brands globally: a cross-cultural study of the BMW brand.
    Anthony Lowe, Pascal A Buhler
  • Employees’ perceptions of change and change management.
    Carlo D’Ortenzio, John Wallace
  • Indigenous staff development using action learning in a large government business enterprise.
    Arch Stevenson, Selva Abraham
  • Applying action learning to resolve project management problems.
    Natalie Holyoake
  • A critical evaluation of the role that employee incentive programs play in determining improved strategic outcomes in a small to medium sized retail business.
    Martin Haese
  • Building and sustaining leadership capability: a training college case study.
    Brett Dale

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Volume 2, 2009

  • Using action research in the restructure of a public service department in Papua New Guinea.
    Alois Daton, Selva Abraham
  • Theory-building: entrepreneurial learning of Malaysian Chinese.
    Barry Elsey, Laurence Chee Loy Lim
  • Learning action learning: action learning in Australian MBA programmes.
    Chris Riley
  • Gen Y: leadership to maximize their current contribution.
    Simon Boag
  • The implementation of a quality performance system in the strategic situation faced by a small training business.
    Wendy Kennedy, Chad Perry
  • Supporting a closure: a change management case study.
    John Wallace

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Volume 1, 2008

  • The use of an integrated action research/action learning method (ARAL).
    Mohammed Bin Hashim
  • Beyond culture and ‘Guanxi’ relationships: the workplace learning of Malaysian Chinese.
    Laurence Chee Loy Lim, Barry Elsey
  • Business incubator services and benefits: An in-depth investigation.
    Ron Flavel, Diane Kalendra
  • Case study: REA Realty Connexions Sdn. Bhd.
    Seng Huat Ong
  • An integrated action research/action learning leadership development programme for managers of Australia Post’s Delivery Business Unit in SA/NT.
    Colin Brimson
  • Work-Life Balance in Small to Medium Businesses.
    Anthony Goldsmith

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