The Journal of Applied Management provides an authoritative source of Work-Applied management research findings for both academics and practitioners. It is intended as an up-to-date and practical record of research in the workplace.

The journal is distinguished by its sharp focus on Work-Applied management research. For current and previous issues, or to view our submission guidelines and further information, please visit the Journal of Applied Management website.

Volume 11, 2019 of the Journal of Work-Applied Management provides up-to-date theory and practice in relation to Work-Applied Learning (WAL), Work-Based Learning (WBL), reflective practice, and organisational learning and knowledge management. The papers in this journal include:

• Educating for the modern world: a report view. – Lisa Rowe
• Managerial learning challenges in a complex world. – Gerardo David Abreu Pederzini
• Leveraging experiential learning training through spaced learning. – Hanan Kondratjew, Marion Kahrens
• An analysis of the impact of a leadership intervention on an undergraduate work-based learning project for human resource management students. – Trevor Gerhrdt
• The impact of workplace spirituality on work-based learners. – Scott Foster, Anna Foster
• A practitioner researcher's opportunities and challenges in accessing interpretive case participants in a public healthcare setting. – Louise Doyle
• The importance of colour on the communication of financial data in management. – Kelvin Leong, Anna Sung, Taylor Williams, Costantine Andoniou, and Flora Sun

These papers will be of interest to managers at all levels of an organisation, practitioners, academics, and students.

The Journal of Applied Management provides an authoritative source of Work-Applied management research findings for both academics and practitioners. It is intended as an up-to-date and practical record of research in the workplace.

The journal is distinguished by its sharp focus on Work-Applied management research. For current and previous issues, or to view our submission guidelines and further information, please visit the Journal of Applied Management website.

Volume 10, 2018 of the Journal of Work-Applied Management provides up-to-date theory and practice in relation to Work-Applied Learning (WAL), Work-Based Learning (WBL), reflective practice, and organisational learning and knowledge management. The papers in this journal include:

• 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

These papers will be of interest to managers at all levels of an organisation, practitioners, academics, and students.

The Journal of Applied Management provides an authoritative source of Work-Applied management research findings for both academics and practitioners. It is intended as an up-to-date and practical record of research in the workplace.

The journal is distinguished by its sharp focus on Work-Applied management research and is produced twice yearly. For current and previous issues, or to view our submission guidelines and further information, please visit the Journal of Applied Management website.

Volume 9 Issue 2, 2017 of the Journal of Work-Applied Management provides up-to-date theory and practice in relation to Work-Applied Learning (WAL), Work-Based Learning (WBL), reflective practice, and organisational learning and knowledge management. The papers in this journal include:

• 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

These papers will be of interest to managers at all levels of an organisation, practitioners, academics, and students.

The Journal of Applied Management provides an authoritative source of Work-Applied management research findings for both academics and practitioners. It is intended as an up-to-date and practical record of research in the workplace.

The journal is distinguished by its sharp focus on Work-Applied management research and is produced twice yearly. For current and previous issues, or to view our submission guidelines and further information, please visit the Journal of Applied Management website.

Volume 9 Issue 1, 2017 of the Journal of Work-Applied Management provides up-to-date theory and practice in relation to Work-Applied Learning (WAL), Work-Based Learning (WBL), reflective practice, and organisational learning and knowledge management. The papers in this journal include:

• 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

These papers will be of interest to managers at all levels of an organisation, practitioners, academics, and students.

Volume 8, 2016 of the Journal of Work-Applied Management provides up-to-date theory and practice in relation to Work-Applied Learning (WAL), Work-Based Learning (WBL), reflective practice, and organisational learning and knowledge management. The papers in this journal include:

• 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

These papers will be of interest to managers at all levels of an organisation, practitioners, academics, and students.

The Journal of Applied Management provides an authoritative source of Work-Applied management research findings for both academics and practitioners. It is intended as an up-to-date and practical record of research in the workplace.

The journal is distinguished by its sharp focus on Work-Applied management research. For current and previous issues, or to view our submission guidelines and further information, please visit the Journal of Applied Management website.

Volume 7, 2015 of the Journal of Work-Applied Management provides up-to-date theory and practice in relation to Work-Applied Learning (WAL), Work-Based Learning (WBL), reflective practice, and organisational learning and knowledge management. The papers in this journal include:

• 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

These papers will be of interest to managers at all levels of an organisation, practitioners, academics, and students.

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

Publishers Notice The mention of a product, person or company in this Journal does not indicate the publishers endorsement. The views expressed in this Journal do not necessarily represent the opinion of the publisher, its agents, company officers or employees.

Articles

• How to make the whole of your medium-sized enterprise more intrapreneurial
  Brett Dale, Chad Perry — PDF (pg. 1-35)
• A participatory action research study of knowledge management implementation in a large European telecommunication company in their UK office
  Simon Walker, Shankar Sankaran — PDF (pg. 36-63)
• LAMP: Leadership, Advocate, Management, Professional - a new simple and dynamic medical management competency model for doctors
  Erwin Loh — PDF (pg. 64-86)

Case Studies and Case Analyses

• Switching the focus: driving income growth in the Australian financial services industry through strategic operations rather than traditional product development
  Robert Morris, Karen White — PDF (pg. 87-112)
• How does contemporary Customer Relationship Management (CRM) in a five star hotel dining room improve guest experience?
  Adam Hartman — PDF (pg. 113-129)

Interview

• Interview with Steve Maras of Maras Group - Building a sustainable property group: an entrepreneur's perspective
  Martin Haese, Chad Perry — PDF (pg. 130-159)

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

Publishers Notice: The mention of a product, person or company in this Journal does not indicate the publishers endorsement. The views expressed in this Journal do not necessarily represent the opinion of the publisher, its agents, company officers or employees.

Articles

• How mind maps affect the practice of project management in SMEs
  Henry Toi, Chad Perry — Abstract, PDF (pg 1-27)
• Improving market orientation in a small financial services business: an action research case study
  Andrew Cook — Abstract, PDF (pg. 28-54)

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 — Abstract, PDF (pg 55-69)
• A review of operational efficiency and waste reduction opportunities for a JIS production system
  Neil Chappell — Abstract, PDF (pg. 70-95)

Interview

• Growing a franchise: a case study of Cibo Espresso
  Anthony Lowe — Abstract, PDF (pg. 96-111)

Reviews

• Entrepreneurship: WomenPreneuers - 21st Century Success Strategies (2012) by Dorothy Perrin Moore
  Donna Vick — Abstract, PDF (pg. 112-115)

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

Editorial & Members

• Editor's note — PDF
• Members — PDF
• Editorial — PDF

Articles

• The case for case research in health service management
  Erwin Loh — Abstract, PDF (pg 1-20)
• Evaluation and Validation of a Management Development Program for an Aboriginal Community Organisation
  Selva Abraham — Abstract, PDF (pg. 21-60)

Case Studies and Case Analyses

• An MBA should consider including a subject on ‘Selling and Sales Management’
  Warwick Kirby — Abstract, PDF (pg. 61-83)
• Leveraging cyber safety opportunities to build sustainable competitive advantage in a Victorian private school
  Kim Stock — Abstract, PDF (pg. 84-107)
• Enhancing public access to information about healthcare professionals that is pertinent to the well-being of the patient
  Chris Vassilopoulos — Abstract, PDF (pg. 108-126)

Interview

• Commentary on the views of leadership following an interview with the President of the Republic of Seychelles
  John Wallace — PDF (pg. 127-134)

Reviews

• The Case for Research
  Dennis Hardy — PDF (pg. 135-137)

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

Articles

• Developing a knowledge management effectiveness model for local governments
  Karen White, Chris Riley — Abstract, PDF (pg 1-21)
• Learning how to invest: using reflective practice to understand how a Malaysian fund manager makes decisions
  Samsukri Glanville bin Mohamad, Chad Perry — Abstract, PDF (pg. 22-57)
• How can action research be used to change an organization towards a market orientation?
  Diane Kalendra — Abstract, PDF (pg. 58-94)

Case Studies and Case Analyses

• Delegation of authority and responsibility in a family business
  Kamel al Akhal — Abstract, PDF (pg. 95-113)
• Leadership Development at independent secondary colleges: a needs analysis case study focused on leadership development infrastructure
  Phadrah Torelle — Abstract, PDF (pg. 114-141)
• Internal perceptions of pricing methodology in small accounting firms in Australia
  Devan Seamans — Abstract, PDF (pg. 142-164)

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

Articles

• Managing brands globally: A cross-cultural study of the BMW brand
  Anthony Lowe, Pascal A Bühler — Abstract, PDF (pg 1-16)
• Employees’ perceptions of change and change management
  Carlo D'Ortenzio, John Wallace — Abstract, PDF (pg. 17-31)
• Indigenous staff development using action learning in a large government business enterprise
  Arch Stevenson, Selva Abraham — Abstract, PDF (pg. 32-52)

Case Studies and Case Analyses

• Applying action learning to resolve project management problems
  Stephen Holyoake — Abstract, PDF (pg. 53-73)
• A critical evaluation of the role that employee incentive programs play in determining improved strategic outcomes in a small to medium sized retail businesses
  Martin Haese — Abstract, PDF (pg. 74-89)
• Building and sustaining leadership capability: a training college case study
  Brett Dale — Abstract, PDF (pg. 90-116)

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

Articles

• Using action research in the restructure of a public service department in Papua New Guinea
  Alois Daton, Selva Abraham — Abstract, PDF (pg 1-19)
• Theory-building: entrepreneurial learning of Malaysian Chinese
  Barry Elsey, Laurence Chee Loy Lim — Abstract, PDF (pg. 20-33)
• Learning action learning: Action learning in Australian MBA programmes
  Chris Riley — Abstract, PDF (pg. 34-61)

Case Studies and Case Analyses

• Gen Y: Leadership to Maximise Their Current Contribution
  Simon Boag — Abstract, PDF (pg. 62-83)
• The implementation of a quality performance system in the strategic situation faced by a small training business
  Wendy Lee Kennedy, Chad Perry — Abstract, PDF (pg. 84-98)
• Supporting a Closure: A Change Management Case Study
  John G Wallace — Abstract, PDF (pg. 99-112)

The Gibaran Journal of Applied Management provides an authoritative source of applied management information for scholars, academics, practising managers and professionals.

• Welcome from the Editorial Team — PDF

Articles

• The use of an Integrated Action Research - Action Learning Method (ARAL) in the Implementation of Change
  Mohamad Bin Hashim — Abstract, PDF (pg 1-21)
• Beyond Culture and ‘Guanxi’ Relationships: the Workplace Learning of Malaysian Chinese Entrepreneurers
  Barry Elsey, Laurence Chee Loy Lim — Abstract, PDF (pg. 22-39)
• Business Incubator Services and Benefits
  Ron Flavel Flavel, Diane Robyn Kalendra — Abstract, PDF (pg. 40-69)

Case Studies and Case Analyses

• Case Study - REA Realty Connexions Sdn Bhd
  Ong Seng Huat — Abstract, PDF (pg. 70-84)
• An Integrated Action Research Action Learning Leadership Development Programme for Managers of Australia Post’s Delivery Business Unit in SA/NT
  Colin Brimson — Abstract, PDF (pg. 85-108)
• Work-Life Balance in Small to Medium Business
  Anthony Goldsmith — Abstract, PDF (pg. 109-124)