NOTE: THERE IS A VERY TIGHT PRODUCTION SCHEDULE.
This issue is being developed by the GOLDEN Ecosystems Lab Paper Group.
Lead Editor: Steve Waddell, Lead Steward – GOLDEN Ecosystems Labs; Principal – NetworkingAction, USA
There is a new field of knowledge and practice emerging with various names, such as large or whole systems change, transitions management, transformation science, and earth systems governance. It is arising as our conventional theoretical frameworks and planning and management approaches fail to inspire and inform change to the degree necessary to tackle twenty-first century problems. Unprecedented technological developments and increases in connectivity, which give us ‘big data’ and vastly enhanced opportunities for global collaboration must be matched by robust theoretical frameworks and social technologies if human and earth systems are to flourish. The task is urgent, as societies roar through dangerous carbon emission levels and witness unprecedented bio-diversity loss, communities live with pernicious rates of poverty, food insecurity and inequality, and experience continuing civil unrest, terrorism and war. That change is possible and is seen where communities and societies are overcoming poverty, firms and governments are shedding the yoke of corruption, and people are living longer, healthier, more hopeful lives.
As these cases show, there is increasing knowledge about how to address complex issues, yet much greater knowledge and capacity is needed, if we are to successfully make the necessary transitions for a thriving future for all. We use the phrase large system change (LSC) to mean the transformation or fundamental reframing of human systems involving multiple interrelated and connected organizations, institutions, norms, and behaviors at individual, organizational, societal, and global levels. We use the term ‘system’ to mean interacting and connected, interdependent entities, i.e., institutions, that comprise a complex network—or what Koestler (1968) called holons (wholes consisting of other ‘wholes’ as their parts). In this special issue we look to advance this field by further describing it and identifying state-of-the-art knowledge and practice of LSC. This call for papers seeks conceptual, empirical, and case-based papers that contribute to building our collective understanding of LSC, including what it is, when and how it is useful, , when and how it is harmful, what approaches work (or do not work), what types of issues are best addressed through LSC efforts, and related topics.
We invite submissions that draw from the broad range of relevant traditions including: socio-economic development, business in society, management, learning and assessment, health and education, peace-making and conflict management, spiritual and individual growth, cultural, and psychological, earth system governance, systems dynamics, strategy, change management, sociology, law, political science and related areas. Illustrative topics include, but are not limited to:
Contributions of 4,000 – 6,000 words should be submitted for double-blind review.
This special issue will be the June, 2015 issue of the Journal of Corporate Citizenship. Key dates are
JCC is published in print and online formats. It is also included as part of the Sustainable Organization Library (www.gseresearch.com/sol).
For more information, or to discuss ideas or submit an abstract, contact Steve Waddell: email@example.com
Guidelines for contributions available on this site or contact
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