People & Strategy Spring 2018 Vol. 41 No. 2 - 65

CALL FOR PAPERS
People + Strategy Journal 42.1 (Winter 2019)

Evidence-based Management

Executive Editor: Marc Sokol, Ph.D.; Guest Editors: Denise Rousseau, Ph.D. and David Creelman, Ph.D..; Managing Editor: Deborah Stadtler

* How an HR department has implemented
evidence-based practices
* Describing a mature decision making process in
your organization and showing how it aligns with
(or is at odds with) evidence-based practice (e.g.
Is lean management a form of EBM? Is agile
management compatible with EBM?)
* Barriers to adoption of EBM and how they've been
overcome
* Lessons EBM managers can learn from the other
evidence-based practices such as medicine
* EBM as part of the broader transformation of HR

Theme of the Issue
Executives sometimes make decisions based on
a disciplined review of the available evidence.
Unfortunately often they do not-too often opinions,
knee-jerk-reactions, and "doing what everyone else
is doing" drive decision making.
Evidence-based Practice is a well-developed
approach for making better decisions. It has
significantly impacted numerous fields from
Evidence-based Medicine to Evidence-based Policy
to Evidence-based Education. In this issue we will
examine Evidence-based Management (EBM).

We are looking for articles that
have the following attributes:

VOLUME 40 | ISSUE 4 | FALL 2017

FALL 2017

EBM has energized popular
concern to reduce cognitive bias
in decisions and better deploy
analytics to augment and inform
judgment. Evidence-based
Management can also provide an
overall framework for more effective decisions by using multiple
sources of evidence and critically
evaluating their quality. Increasingly organizations are finding
EBM compatible with realistic constraints of the time and resources
managers have available. This
issue is meant to help senior HR
leaders clearly see the payoffs on
EBM and how organizations have
attained them.

Strategic importance: Should
be an article to educate
business leaders about a
concept, provide the basis for
a decision, or influence their
thinking.

T H E P R O F E S S I O N A L J O U R N A L O F H R P E O P L E + S T R AT E G Y

HR AND MARKETING: PARTNERING FOR GROWTH

HR AND MARKETING:
PARTNERING FOR
GROWTH
VOLU

ME 40

| ISS
UE 3

FEATURE

| SU
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How Companies
Can Really Impact
Service Quality

SUM

ER 20

17

ME R
2017

EXECUTIVE ROUNDTABLE

Accelerating Strategy:
Aligning HR and
Marketing

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Topics to Consider
HR's
FE
Lead
ership ATURE
Trans Role in
forma
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PERS
The
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Int
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and the ernet of
Peop
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40. 3

Actionable: Focus
on solutions, not just
descriptions of issues.
Grounded: Based on
research, theory (with examples), or proven practice to
provide a "proof of concept;"
provides frameworks that
can be applied in a variety of
situations.
Point of view: Make a case for
thinking about a topic differently.
Readable: Non-academic
prose and minimal jargon.

VOLUME 41 | ISSUE 1 | WINTER 2018

Audience

Winter 2018

T H E P R O F E S S I O N A L J O U R N A L O F H R P E O P L E + S T R AT E G Y

MAXIMIZING POTENTIAL

This issue of People +
Strategy will showcase the
theory and practice of
Evidence-based Management. We invite authors to
submit overviews of feature
articles or case studies
including, but not limited to,
the following:
* Frameworks for
understanding EBM
* Understanding how EBM
links to related topics like
analytics or behavioral
economics
* Specific cases that apply EBM
techniques to organizational
issues.
* An example of EBM applied to
an HR area of common concern
like team effectiveness
* How organizations have
created EBM capability and
culture

GY

Impact: Do not just present
research findings,
but also discuss
applications and
impact.

Maximizing
Potential

FEATURE

Getting the Right
People in the Hi-Po Pool
IN FIRST PERSON

The Future of C-Suite Potential
in the Age of Robotics

The typical reader of People +
Strategy is an internal human
resource executive or
consultant seeking actionable
and practical advice based in
sound evidence. Our reader
wants to be challenged by
new practices, approaches,
and models. Our readers are
experienced, knowledgeable,
and work in and for a variety
of organizations across the

globe. They turn to People + Strategy for clear,
actionable, and thought-provoking articles on
current topics.

Submission Process
We encourage submissions of one-page proposals and article ideas first to the editors prior to
submitting the completed article. All proposals
will be reviewed by the editors and returned with
comments. If accepted, we will then guide you on the
development of your article.
Final submissions will be reviewed by at least two
members of the journal's editorial review board.
Criteria for evaluation include significance of contribution to the field of human resource management;
usefulness of knowledge; timeliness of content; originality; provocative nature of content; quality of the
data supporting the points; logical; and well-written.
The reviewers' comments will be sent to authors.
Only original articles will be accepted. Accepted
papers will be published in the Winter 2019 issue of
People + Strategy.

Writing Guidelines
Articles should range from 2,500 to 3,500 words.
When applicable or available, include high resolution
graphics or charts with submissions to help present
any complex information in a visual format.

Submission Information
All proposals should be sent to editor@hrps.org.
Please designate in the subject line that the submission is for the Winter 2019 issue: Evidence-Based
Management.
Aug. 14, 2018: Proposals due. Submit a one-page
overview of the article concept with the author's bio.
Aug. 21, 2018: Feedback provided. We will provide
feedback and direction on your concept.
Sept. 7, 2018: Articles due. Submit a well-written
draft ready to be edited.
Sept. 14, 2018: Feedback provided. We will indicate
if the article is accepted, and, if so, what revisions
are needed.
Oct. 15, 2018: Final articles due.

Copyright Policy
HR People + Strategy retains the copyright to all
material published in the People + Strategy journal.

41.1

VOLUME 41 | ISSUE 2 | SPRING 2018

65



Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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