BEGIN:VCALENDAR VERSION:2.0 METHOD:PUBLISH PRODID:-//Telerik Inc.//Sitefinity CMS 14.0//EN BEGIN:VEVENT DESCRIPTION:Timothy Hoff\, SRT Editor-in-ChiefAMD is a phenomenon-forward j ournal\, a place where authors can empirically explore data related to nov el and/or previously understood phenomenon. Such empirical explorations sh ould be rich in contextual detail and should culminate in one or more disc overies\,\n empirical findings not predicted well by current theory and that are likely to generate future theorizing. We are in the midst of new phenomena right now during the COVID-19 pandemic that call for such empir ical explorations. Specifically\, this pandemic\n is bringing unprecede nted change that affects the health\, well-being\, and work lives of indiv iduals worldwide. \; Among other things\, the pandemic has changed how we think about and behave at work\, start and stop work\, collaborate at work\, and take risks at work. At the individual level\, the pandemic has necessitated adaptations to work and nonwork lives\, including\n cognit ive\, attitudinal\, and behavioral states. At the organizational level\, t he pandemic has led organizations and employers to redefine how they think about\, manage\, incentivize\, and support their employees. For purposes of this Special Research Theme (SRT)\,\n pandemic-induced change includes\ , but is not limited to\, shifting patterns of and new locations for work and employment\; changes in the mode and frequency of access to health car e\; increased social isolation\; the accelerated integration of work and\n home life\; a redefinition of therapeutic foci\, such as recreation\, community\, and entertainment\; and reimagined relationships between organ izations and workers\, and workers with each other. These changes will no doubt have myriad effects. There are impacts on the individuals themselves \, given the various roles they inhabit\, such as employee\, coworker\, le ader\, supervisor\, significant other\, parent\, and family member. Such c hanges also stand\n to reshape how organizations and organizational lea ders think about\, approach\, and manage the health and well-being of thei r workers.  \;For instance\, we know that one major pandemic change is the relocation of many jobs to the home setting. This raises questions re lated to how people navigate their workdays\, how they balance family and work responsibilities\, how they construct and maintain\n their various identities\, how they stay healthy and productive\, how they cope\, and h ow their employers assist them (or not) in these regards. From the employe r perspective\, there are questions that revolve around the organization’s role in making\n a home-based workplace productive\, strategically man aging human capital with health and well-being in mind\, and how they appr oach responsibilities in different areas of the employment relationship an y differently. \; Here is a summary of some of the research questions that might be pursued in this SRT:How do people navigate their workdays du e to pandemic-induced change? How do they balance family and work responsi bilities in new work contexts? How do they construct and maintain their va rious identities with increased integration of work and nonwork\n l ives? How do individuals stay healthy and productive? How do their employe rs assist them (or not) in this regard? What is the organization’s role in making a home-based workplace productive? What does leadership mean as it relates to caring for employees who may do all or part of their work virt ually\, or who must work with those who are virtual while they are not? Wh at are the leader’s responsibilities and roles in taking care of\n employees\, particularly in contexts where the organizational imperatives produce competing tensions with such care?How has pandemic-induced change impacted the health and well-being of specific types of employees\, such a s teachers\, health-care workers\, retail employees\, or other key workers ?How has the pandemic influenced the health and well-being of diverse\, mi nority\, marginalized\, or other vulnerable populations?What organizationa l systems or structures\, particularly ones created or advanced due to the pandemic\, enable\, hinder\, or otherwise impact how health and well-bein g initiatives are deployed and\, more importantly\, whether they are effec tive? How are\n such systems and structures changing?How have organ izational identities\, missions\, values\, and cultures adapted as a resul t of the pandemic in ways that affect individual health and well-being? Ho w are such changes and adaptations being institutionalized?What data are b eing gathered on employees as a result of the pandemic that can be leverag ed to better understand and manage health and well-being? What are governm ents or NGOs doing as a result of the pandemic that have the impact to cha nge knowledge around individual health and well-being\, and influence how employers and employees approach their responsibilities in this regard?Whi le these represent some of the relevant questions around people’s health\, well-being\, and work lives as affected by pandemic-induced change\, we w elcome others that consider such outcomes from the perspective of the indi vidual\, group\, organization\,\n or industry. We also see how pandemic -related changes are reshaping how we think about health and well-being in specific fields\, such as education and health care\, where the challenge s for administrators\, managers\, and employees alike are changing\n at a rapid pace. As such\, for this SRT\, interdisciplinary teams (e.g.\, ma nagement fields along with education\, economics\, health care\, engineeri ng\, etc.)\, international and comparative data\, multilevel analyses\, an d methodological diversity are especially\n welcome.  \;We must lea rn from the pandemic and update our knowledge regarding what health and we ll-being\, and the enabling contexts surrounding them\, mean in light of s uch change. AMD is well suited to this goal—a better articulation of what is happening during the pandemic\, how what is happening may provoke lasti ng change\, and plausible explanations for why in either case. We hope tha t authors submitting to the SRT will help us understand how pandemic-induc ed change is reshaping our understanding\n of people’s work lives\, the ir health and well-being\, and the employer-employee relationship. \; Deadline: Submissions will be reviewed on a rolling basis until November 1 \, 2021. Submission Guidelines: Standard guidelines apply to papers sent i n under the SRT. Namely\, manuscripts may be submitted as traditional pape rs or as Discoveries-in-Brief. In the Author Center on ScholarOne Manuscri pts/AMD\, if submitting a traditional paper\, please select the Manuscript \n Type\, Special Research Theme (SRT): Individual Health\, Well-Being\ , and Work Lives in the Age of Pandemic\, for your manuscript. For Discove ries-in-Brief\, select the Discoveries-in-Brief Manuscript Type upon submi ssion\,\n but be sure to indicate the SRT in your accompanying cover le tter. Discoveries-in-Brief should be crafted in more creative and engaging ways than traditional papers. When composing such manuscripts\, we encour age authors to relax their use of traditional\n headings and traditiona l “academic writing.” This can be accomplished by incorporating findings t hroughout and putting methods in an appendix. All Discoveries-in-Brief sub missions should be fewer than 20 pages and use fewer than 20 references.\n Review Process: Articles will be reviewed by at least one member of th e AMD Editorial Team. Articles chosen for review will be sent to two revie wers with domain expertise. Articles chosen for acceptance will be publish ed in one or more\n issues depending on the rate of submissions and the timeliness of the review process. \; About AMD: AMD is a premier jour nal for the empirical exploration of data describing or investigating comp elling phenomena. AMD is not a journal for deductive theorizing or hypothe sis testing. Authors are encouraged\n to present findings without the n eed to “reverse engineer” any theoretical framework or hypotheses (HARKing ). AMD publishes discoveries resulting from the data mining of both quanti tative and qualitative data sources. AMD articles are\n phenomenon-forw ard rather than \;theory-forward. This means that AMD papers look quit e different than articles sent to other empirical journals. The goal at th e front end of an AMD paper should primarily be to demonstrate the novelty /interestingness\n of the phenomenon and why current theory fails to ex plain the phenomenon. It is in the discussion of an AMD paper where a plau sible theoretical explanation—the theoretical contribution—is provided. Th e goal of every AMD\n paper is that the discoveries derived from the em pirical exploration will open new lines of research inquiry. DTEND;VALUE=DATE:20211102 DTSTAMP:20240328T215947Z DTSTART;VALUE=DATE:20211101 LOCATION: SEQUENCE:0 SUMMARY:AMD Special Research Theme: Individual Health\, Well-Being\, and Wo rk Lives in the Age of Pandemic UID:RFCALITEM638472455872372628 X-ALT-DESC;FMTTYPE=text/html:
Timothy Hoff\, SRT E
ditor-in-Chief
AMD is a phenomenon-forward journal\, a
place where authors can empirically explore data related to novel and/or p
reviously understood phenomenon. Such empirical explorations should be ric
h in contextual detail and should culminate in one or more discoveries\,\n
empirical findings not predicted well by current theory and that are l
ikely to generate future theorizing. We are in the midst of new phenomena
right now during the COVID-19 pandemic that call for such empirical explor
ations. Specifically\, this pandemic\n is bringing unprecedented change
that affects the health\, well-being\, and work lives of individuals worl
dwide. \;
Among other things\, the pandemic has changed how
we think about and behave at work\, start and stop work\, collaborate at
work\, and take risks at work. At the individual level\, the pandemic has
necessitated adaptations to work and nonwork lives\, including\n cognit
ive\, attitudinal\, and behavioral states. At the organizational level\, t
he pandemic has led organizations and employers to redefine how they think
about\, manage\, incentivize\, and support their employees. For purposes
of this Special Research Theme (SRT)\,\n pandemic-induced
change includes\, but is not limited to\, shifting patterns of and new lo
cations for work and employment\; changes in the mode and frequency of acc
ess to health care\; increased social isolation\; the accelerated integrat
ion of work and\n home life\; a redefinition of therapeutic foci\, such
as recreation\, community\, and entertainment\; and reimagined relationsh
ips between organizations and workers\, and workers with each other.
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/p>
These changes will no doubt have myriad effects. There are impacts o
n the individuals themselves\, given the various roles they inhabit\, such
as employee\, coworker\, leader\, supervisor\, significant other\, parent
\, and family member. Such changes also stand\n to reshape how organiza
tions and organizational leaders think about\, approach\, and manage the h
ealth and well-being of their workers.  \;
For instance\, we
know that one major pandemic change is the relocation of many jobs to the
home setting. This raises questions related to how people navigate their
workdays\, how they balance family and work responsibilities\, how they co
nstruct and maintain\n their various identities\, how they stay healthy
and productive\, how they cope\, and how their employers assist them (or
not) in these regards. From the employer perspective\, there are questions
that revolve around the organization’s role in making\n a home-based w
orkplace productive\, strategically managing human capital with health and
well-being in mind\, and how they approach responsibilities in different
areas of the employment relationship any differently. \;
He
re is a summary of some of the research questions that might be pursued in
this SRT:
While these represent some of the rele
vant questions around people’s health\, well-being\, and work lives as aff
ected by pandemic-induced change\, we welcome others that consider such ou
tcomes from the perspective of the individual\, group\, organization\,\n
or industry. We also see how pandemic-related changes are reshaping how
we think about health and well-being in specific fields\, such as educatio
n and health care\, where the challenges for administrators\, managers\, a
nd employees alike are changing\n at a rapid pace. As such\, for this S
RT\, interdisciplinary teams (e.g.\, management fields along with educatio
n\, economics\, health care\, engineering\, etc.)\, international and comp
arative data\, multilevel analyses\, and methodological diversity are espe
cially\n welcome.  \;
We must learn from the pandemic and
update our knowledge regarding what health and well-being\, and the enabl
ing contexts surrounding them\, mean in light of such change. AMD is well
suited to this goal—a better articulation of what is happenin
g during the pandemic\, how what is happening may provoke lasting cha
nge\, and plausible explanations for why in either case. We hope that auth
ors submitting to the SRT will help us understand how pandemic-induced cha
nge is reshaping our understanding\n of people’s work lives\, their hea
lth and well-being\, and the employer-employee relationship. \;
p>
Deadline: Submissions will be reviewed on a rolling
basis until November 1\, 2021.
Submission Guidelines:
strong> Standard guidelines apply to papers sent in under the SRT. Namely\
, manuscripts may be submitted as trad
itional papers or as Discoveries-in-Brief<
/a>. In the Author Center on ScholarOne Manuscripts/AMD\, if submitting a
traditional paper\, please select the Manuscript\n Type\, Speci
al Research Theme (SRT): Individual Health\, Well-Being\, and Work Lives i
n the Age of Pandemic\, for your manuscript. For Discoveries-in-B
rief\, select the Discoveries-in-Brief Manuscript Type up
on submission\,\n but be sure to indicate the SRT in your accompanying
cover letter. Discoveries-in-Brief should be crafted in more creative and
engaging ways than traditional papers. When composing such manuscripts\, w
e encourage authors to relax their use of traditional\n headings and tr
aditional “academic writing.” This can be accomplished by incorporating fi
ndings throughout and putting methods in an appendix. All Discoveries-in-B
rief submissions should be fewer than 20 pages and use fewer than 20 refer
ences.\n
Review Process: Articles will be r
eviewed by at least one member of the AMD Editorial Team. Articles chosen
for review will be sent to two reviewers with domain expertise. Articles c
hosen for acceptance will be published in one or more\n issues dependin
g on the rate of submissions and the timeliness of the review process.&nbs
p\;
About AMD: AMD is a premier journal for th e empirical exploration of data describing or investigating compelling phe nomena. AMD is not a journal for deductive theorizing or hypothesis testing. Authors are encouraged\n to present findin gs without the need to “reverse engineer” any theoretical framework or hyp otheses (HARKing). AMD publishes discoveries resulting from the data minin g of both quantitative and qualitative data sources. AMD articles are\n phenomenon-forward rather than \;theory-forward. Thi s means that AMD papers look quite different than articles sent to other e mpirical journals. The goal at the front end of an AMD paper should primar ily be to demonstrate the novelty/interestingness\n of the phenomenon a nd why current theory fails to explain the phenomenon. It is in the discus sion of an AMD paper where a plausible theoretical explanation—the theoretical contribution—is provided. The goal of every AMD\n paper is that the discoveries derived from the empirical exploration will open new lines of research inquiry.
END:VEVENT END:VCALENDAR