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Work applied management is a cluster of practices seeking to actively drive organisational change and improvement (Wall, 2016). It is pragmatically driven to resolve and renew organisational operations and cultures in specific contexts, and as such, can combine a myriad of methods such as action learning, work-based learning, reflective learning, appreciative inquiry, and more recently coaching (Wall et al, 2017; Wall et al, 2024).
Coaching itself has become increasingly used within contexts of work applied management interventions (see increasing coaching applications across issues in JWAM over the last decade, e.g. Wang et al, 2022, and Passmore et al, 2024). It has evolved over time from executive elites to more widespread applications in youth and health contexts, and in terms of group and team contexts (De Haan and Nilsson, 2023).
Individual, group and team coaching are all poignant components of work applied management interventions, but so too are the digital and technologically delivered and augmented applications. Digital coaching is not new, but empirical work around its application is still embryonic (Passmore and Tee, 2024). Here, the application of artificial intelligence has grown significantly with promising results despite ongoing ethical questions and tensions (e.g. Terblanche et al, 2022).
This special issue calls for new evidence and thought leadership pieces about the digitally transforming nature of work and the role and application of coaching within it, as part of wider organisational change and development interventions. We are inviting, in particular:
· Systematic reviews
· Rapid realist reviews
· Action research studies - first, second or third person accounts
· Reflective practice / accounts of practice
· Case studies (single or multiple)
· Evaluation studies
· Future and scenario utopian studies
· Autoethnographic studies
· Collaborative autoethnographic studies
In terms of particular topics, we are particularly but not exclusively interested in these areas:
· Foresight or scenario studies of the future of work and the role of digital coaching within it
· Design configurations of digital vs face-to-face coaching and emerging evidence
· Impact evaluations of digital coaching applications as part of wider interventions
· Experiences of digital coaching of individuals, groups, or teams and/or how they interact
· Experiences of interacting with digital individual or team coaching
Submissions are made using ScholarOne Manuscripts. Registration and access are available at: https://www.emeraldgrouppublishing.com/journal/jwam
Author guidelines must be strictly followed (e.g. structured abstract, max 7000 words inclusive of references list, must not use generative AI). Please see:https://www.emeraldgrouppublishing.com/journal/jwam#author-guidelines
If your submission utilises primary data please ensure you state brief details of ethical review and approval plus any other permissions required.
Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e., in response to “Please select the issue you are submitting to.”
Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.
Key Deadlines
Opening date for manuscripts submissions: 2nd October 2024
Closing date for manuscripts submission: 30th April 2025
Closing date for manuscripts to be accepted: 20th January 2026
To be published (open access and in print): 2026
References
De Haan and Nilsson, V.O. (2023), “What can we know about the effectiveness of coaching: a meta-analysis based only on randomised controlled trials”, Academy of Management Learning and Education, pp. 1-21, doi: 10.5465/amle.2022.0107.
Einola, K. and Khoreva, V. (2023) “Best friend or broken tool? Exploring the co-existence of humans and artificial intelligence in the workplace ecosystem”, Human Resource Management, 62(2), pp. 117-135.
Passmore, J., Tee, D. and Gold, R. (2024), "Team coaching using LSP and team facilitation: a randomized control trial study measuring team cohesion and psychological safety", Journal of Work-Applied Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JWAM-12-2023-0137
Passmore, J. and Tee, D. (2024), "The library of Babel: assessing the powers of artificial intelligence in knowledge synthesis, learning and development and coaching", Journal of Work-Applied Management, Vol. 16 No. 1, pp. 4-18. https://doi.org/10.1108/JWAM-06-2023-0057
Raisch, S., & Krakowski, S. (2021). Artificial intelligence and management: The automation–augmentation paradox. The Academy of Management Review, 46(1), 192–210. https://doi.org/10.5465/amr.2018.0072
Terblanche, N., Molyn, J., Haan, E. and Nilsson, V.O. (2022), “Coaching at scale: investigating the efficacy of artificial intelligence coaching”, International Journal of Evidenced Based Coaching and Mentoring, Vol. 20 No. 2, pp. 20-36, doi: 10.24384/IJEBCM.
Wall, T. (2016), "Žižekian ideas in critical reflection: The tricks and traps of mobilising radical management insight", Journal of Work-Applied Management, Vol. 8 No. 1, pp. 5-16. https://doi.org/10.1108/JWAM-04-2016-0005
Wall, T., Bellamy, L., Evans, V. and Hopkins, S. (2017), "Revisiting impact in the context of workplace research: a review and possible directions", Journal of Work-Applied Management, Vol. 9 No. 2, pp. 95-109. https://doi.org/10.1108/JWAM-07-2017-0018
Wang, Q., Lai, Y.-L., Xu, X. and McDowall, A. (2022), “The effectiveness of workplace coaching: a meta-analysis of contemporary psychological informed coaching approaches”, Journal of Work Applied Management, Vol. 14 No. 1, pp. 77-101, doi: 10.1108/JWAM-04-2021-0030.
Wall, T., Ngo, N. T. H., Luong, P. M., Ho, T. T. H., & Hindley, A. (2024). ‘Decent work’ as a higher education policy myopia: an ecosystem framework for policy-making. Studies in Higher Education, 1–15. https://doi.org/10.1080/03075079.2024.2306355.
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