https://orcid.org/0000-0002-3817-049X
The Past (Rune)
Journal of Change Management: Reframing Leadership and Organizational Practice (JCM) is a relatively young journal. Founded by Professor Colin Carnall back in 2000, I was first invited to join the team as associate editor in 2006 before eventually taking over the baton as editor-in-chief in 2008. As a relatively young scholar (and without a PhD at the time), the first thought that struck me was ‘What’s wrong? Why is someone like Colin (a leader in the field) inviting someone like me (somewhat of a novice) to take on this role?’
It’s an understatement to say I was feeling both uncertainty and inferiority. Early symptoms of the imposter syndrome kicked in like a bad cold, and it took a while before I built up the courage to ask Colin why he wanted me – of all – to take over the responsibility of nursing what was one of his academic babies. It happened over the phone, and there was what felt like an ever-lasting pause before he provided an answer. ‘Rune’, he finally said,
your motivation, energy, drive, curiousness, openness, initiative, and ambition on behalf of the Journal, all add up to be a force to be reckoned with. I couldn’t find a better person. With or without a Phd. With or without a professorship. Older or younger. Nor from a more esteemed university. We are lucky to have you. Now, stop doubting yourself, and focus on doing what you do best: run with your ideas.
Colin’s words formed the foundation for my academic resilience. I stopped thinking about what boxes people may tick, or not. I stopped thinking about what others may think of me. It became apparent to me that as an academic and practitioner I am a public servant. But it was only later this idea and identity materialized into a focus on being MAD: Making A Difference (By, Citation2019).
One of the first tasks as an editor-in-chief was to reinvigorate what was already a strong, international editorial board. My strategy was simple: people don’t know who I am, so I need to create an editorial board that people will recognize. I quickly established a list of 50 scholars whose work I admire, thinking that if I could convince a couple of them to join the board, I could utilize their name- and brand-recognition as the hook for further recruitment. I didn’t know any of these 50 scholars, nor had I met them, but I set out on a recruitment journey sending emails, making phone calls, and attending conferences such as AOM and EGOS. Hoping for two to ‘bite’, there were only two who didn’t …
If you are talking about organizational change, you simply cannot avoid Rosabeth Moss Kanter (I love her Kanter’s Law: everything looks and feels like failure in the middle), and John Kotter. Rosabeth first turned the invitation down. For obvious reasons, as there are only so many hours in a day, and days in a week. But not taking no for an answer, I kept asking, and after what must have been the third attempt, Rosabeth finally agreed to join us as an editorial advisor. Then there is John. I have never received such a positive rejection in my life. I still remember that phone call, which went a bit like this:
‘Hi Rune. Thanks for the invitation to join the editorial board, I really appreciate it, but I am afraid I have to say no. I made a decision many years ago not to sit on any editorial boards you see. But do ask me again, as things may change.’ So, I asked John again, once every year for a period of three, always receiving a ‘no’. A ‘no’ I welcomed with a smile.
One of our achievements is the well-deserved and long-time-coming Impact factor (3.0, 2022 IF; 3.4, 2022 5 year IF). Having achieved this healthy Impact Factor forms a natural transition point, so following 16 years of service, 65 issues, and some 260 articles, I am stepping down from the role as editor-in-chief, handing the baton over to Anna Lupina-Wegener and Olga Gjerald who have the energy, ambition, and vision to take the Journal to the next level. Handing over the baton, I truly believe that Journal of Change Management: Reframing Leadership and Organizational Practice has established itself as an inclusive and curious community house for everyone with an interest in organizational change, and its management and leadership. The Journal plays a clear role for academics as well as practitioners: together with others, we are here to be MAD. We are here to Make A Difference.
Rune out. Over to Anna and Olga …
The Future (Anna and Olga)
As we jointly take the helm of editorship from Rune, we find ourselves not just stepping into new roles, but also stepping into a story that has been beautifully unfolding at the Journal of Change Management: Reframing Leadership and Organizational Practice.
I was introduced to Rune by Rolf van Dick a couple of years ago. I greatly admire Rune’s commitment to scholarly and social impact in promoting positive scholarship in change and leadership. I am honoured to have contributed to some of his work (Oreg et al., Citation2023). I entered the JCM world as an author and reviewer, and have enjoyed constructive exchanges and feedback from Rune and JCM reviewers. I am passionate about social identity processes in change, particularly in contexts characterized by high cultural diversity. Diversity, equity, and inclusion are high priorities for me academically and personally.
My journey with the Journal of Change Management: Reframing Leadership and Organizational Practice began when I first met Rune at the Faculty of Social Sciences, University of Stavanger, Norway. It quickly became clear that we shared interests in collaborative leadership, collective cognition, culture, and design – areas I’ve always been passionate about in my research. Since then, I’ve joined Rune as an Associate of the UNESCO Chair on Leadership, Innovation and Anticipation, and have also been regularly reviewing for the JCM. I look forward to bringing these insights and experiences to my new role, shaping the future direction of the journal.
Embracing this legacy, we are set to take the Journal of Change Management: Reframing Leadership and Organizational Practice on an exciting new journey. Our commitment is that JCM continues to thrive as a leading academic platform, leveraging scholarly insights to benefit society and the business sector, all while advancing sustainable development goals. Our shared vision? To see this journal not just as a repository of knowledge, but as a thriving hub and driver of innovation and influential thinking. We’re not here to merely walk in Rune’s footsteps; we’re here to widen the path, bringing in a variety of new voices and perspectives that reflect the world we live in. True to the essence of JCM’s editorial scope and aims, we are transitioning towards an even more inclusive narrative in organizational change and leadership – one that celebrates ‘we-ness’ over ‘I-ness’, acknowledging that genuine transformation emerges from the collaboration and contributions of the entire community, rather than being a product of individual efforts alone. This continued shift from an ‘us versus them’ mindset to a culture of shared responsibility and collective creation is at the heart of what we hope to foster.
In this new chapter, collaboration isn’t just a strategy; it’s our mantra. We are excited to join hands with our editorial and advisory boards, amplifying our joint commitment to diversity, equity, and inclusion. We are not just expanding our board´s geographical and cultural spectrum; we are weaving an even richer, more varied tapestry of thoughts and perspectives.
Embarking on this journey together, we are acutely aware of both the challenges and the incredible opportunities that await. But more than anything, we’re brimming with enthusiasm and a shared sense of purpose. The Journal of Change Management: Reframing Leadership and Organizational Practice, under our joint editorship, shall proudly stand as the ‘Home of the MAD’ – a place where Making A Difference isn´t just a catchphrase, it´s the essence of our mission. This is a home where innovative and diverse minds unite to create, initiate, and implement impactful change, where every voice is heard, and where every contribution is a vital step towards a more inclusive future.
Anna and Olga here, not just ready but thrilled to begin! We’re set to connect, collaborate, and steer the Journal of Change Management: Reframing Leadership and Organizational Practice into an exciting new era. Here’s to a future shaped by collaborative organizational change, leadership, and transformative academic contributions, all starting right here at the ‘Home of the MAD’.
Disclosure Statement
No potential conflict of interest was reported by the author(s).
References
- By, R. T. (2019). New year’s resolution. Journal of Change Management: Reframing Leadership and Organizational Practice, 19(1), 1–5. https://doi.org/10.1080/14697017.2019.1565125
- By, R. T. (2021). Leadership: In pursuit of purpose. Journal of Change Management: Reframing Leadership and Organizational Practice, 21(1), 30–44. https://doi.org/10.1080/14697017.2021.1861698
- Oreg, S., Michel, A., & By, R. (2023). The psychology of organizational change: New insights on the antecedents and consequences on the individual's responses to change. Cambridge University Press.