- Individual/organisational learning processes
- Experiences/knowledge management, absorption processes
- Technological/social change processes
- Knowledge/learning connections
- Situated/problem-based/electronic/multimedia learning/action
- Communication, relationships, networking, collaborations
- Increasing organisational productivity, managing sustainable change
- Knowledge creation/diffusion, transfer processes
- Community of learning and practices
- Individual/organisational/capability learning
- Science/technology learning/education
- Narratives/metaphor/storytelling in organisational learning
- Organisational structures, governance, political factors, policies
- Ethical issues of (management of) change
- Nature/quality of learning/change/knowledge, qualitative research methods
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The core objective of IJLCis to deepen the knowledge and understanding of both individual and to link learning with organisational change and development. The academic objectives addressed in IJLC include: to deepen theoretical understanding of learning and its connection with knowledge; to develop methods and approaches to learning; to integrate leaning with technological, social and economic change; to promote international networks and dialogue between researchers, industry practioners and public sector persons.
IJLC|s objectives are to encourage new approaches and practices that provide insight into how firms use learning as a precursor of change and to foster new thinking around learning theories and change management processes. The journal is also dedicated to explore how firms formulate learning strategies to manage competitiveness and capabilities under uncertain conditions. In addition, IJLC aims to provide a forum for the publication of research and to promote links between the theory and practice of learning and management of innovation, knowledge, science and technology.
IJLC aims to inspire scholars and practitioners dealing with learning and change. It assists those individuals and firms to manage the process of change by developing effective management techniques that are relevant, applicable, and appropriate, providing a vehicle through which to deepen the understanding of managing learning and change processes caused by scientific and technological advances. IJLC also addresses management issues faced by all knowledge-based firms, and, therefore, is relevant to all individuals, irrespective of their position in the organisation. The readership will include practitioners, academics, industrialists, and business students.Contents
IJLC publishes original papers, review articles, book reviews, and thematic issues that are relevant to learning and change in various cultural and organisational settings. It accepts scholarly contributions based on both quantitative and qualitative research methods. Special issues devoted to particular themes of learning and change will also be published from time to time.
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IJLC is indexed in:
IJLC is listed in:
Editor in Chief
- Liyanage, Shantha, University of Technology Sydney, Australia
- Annerstedt, Jan, Copenhagen Business School, Denmark
- Sigurdson, Jon, East Asia Science and Technology and Culture, Sweden
Regional Editor Asia-Pacific
- Murray, Peter A., University of Southern Queensland, Australia
Regional Editor Europe
- Meidute-Kavaliauskiene, Ieva, Vilnius Gediminas Technical University, Lithuania
Regional Editor Scandinavia
- Johannessen, Stig, Complexity and Management Centre Norway, Norway
Regional Editor USA
- Kalyanaram, Gurumurthy, City University of New York, New Jersey Institute of Technology and Tata Institute, USA
Editorial Board Members
- Andersson, Thomas, IKED International Organisation for Knowledge Economy and Enterprise Development, Sweden
- Birkenkrahe, Marcus Speh, Berlin School of Economics and Law, Germany
- Bozeman, Barry, Georgia Tech, USA
- Ferreira, Fernando Alberto Freitas, University Institute of Lisbon, Portugal
- Frost, Jetta, University of Hamburg, Germany
- Gammelgaard, Britta, Copenhagen Business School, Denmark
- Gluckman, Peter, University of Auckland, New Zealand
- Hill, Stephen, The University of Wollongong, Australia
- Hukkinen, Janne, University of Helsinki, Finland
- Hunyor, Stephen, University of Sydney and Royal North Shore Hospital, Australia
- Husted, Kenneth, The University of Auckland, New Zealand
- Kodama, Fumio, University of Tokyo (retired), Japan
- Kumar, Payal, Glocal University, India
- Lambert, Bruce Henry, NIAS - Nordic Institute of Asian Studies, Denmark
- Loomes, Kerry, The University of Auckland, New Zealand
- Maani, Kambiz, University of Queensland, Australia
- Maurer, Herman A., Graz University of Technology, Austria
- Pandey, I.M., Delhi University, India
- Poon, Patrick, Lingnan University, Hong Kong SAR, China
- Reiss, Thomas, Fraunhofer Institute for Systems and Innovation Research, Germany
- Rudolf, Victor, University of Queensland, Australia
- Sanugi, Bharom, Universiti Sains Islam Malaysia, Malaysia
- Senanayake, Manori P, University of Colombo, Sri Lanka
- Skår, John, Karolinska Institutet, Sweden
- Solem, Olav, Norwegian University of Science and Technology, Norway
- Sugasawa, Yoshio, Japan University of Economics, Japan
- Sun, Hongyi, The City University of Hong Kong, Hong Kong SAR, China
- Tongsan, Wang, Institute of Quantitative & Technical Economics (IQTE), China
- Van Pottelsberghe, Bruno, Universit libre de Bruxelles, Belgium
- Weerawardena, Jay, University of Queensland, Australia
- Wensley, Anthony, University of Toronto, Canada
- White, Nancy, Full Circle Associates, USA
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