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Change Management: From Theory to Practice

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• Published: 09 September 2022
• Volume 67 , pages 189–197, ( 2023 )

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• Jeffrey Phillips   ORCID: orcid.org/0000-0003-0708-6460 1 &
• James D. Klein 2  

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This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.

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Organizations must change to survive. There are many approaches to influence change; these differences require change managers to consider various strategies that increase acceptance and reduce barriers. A change manager is responsible for planning, developing, leading, evaluating, assessing, supporting, and sustaining a change implementation. Change management consists of models and strategies to help employees accept new organizational developments.

Change management practitioners and academic researchers view organizational change differently (Hughes, 2007 ; Pollack & Pollack, 2015 ). Saka ( 2003 ) states, “there is a gap between what the rational-linear change management approach prescribes and what change agents do” (p. 483). This disconnect may make it difficult to determine the suitability and appropriateness of using different techniques to promote change (Pollack & Pollack, 2015 ). Hughes ( 2007 ) thinks that practitioners and academics may have trouble communicating because they use different terms. Whereas academics use the terms, models, theories, and concepts, practitioners use tools and techniques. A tool is a stand-alone application, and a technique is an integrated approach (Dale & McQuater, 1998 ). Hughes ( 2007 ) expresses that classifying change management tools and techniques can help academics identify what practitioners do in the field and evaluate the effectiveness of practitioners’ implementations.

There is little empirical evidence that supports a preferred change management model (Hallencreutz & Turner, 2011 ). However, there are many similar strategies found across change management models (Raineri, 2011 ). Bamford and Forrester’s ( 2003 ) case study showed that “[change] managers in a company generally ignored the popular change literature” (p. 560). The authors followed Pettigrew’s ( 1987 ) suggestions that change managers should not use abstract theories; instead, they should relate change theories to the context of the change. Neves’ ( 2009 ) exploratory factor analysis of employees experiencing the implementation of a new performance appraisal system at a public university suggested that (a) change appropriateness (if the employee felt the change was beneficial to the organization) was positively related with affective commitment (how much the employee liked their job), and (b) affective commitment mediated the relationship between change appropriateness and individual change (how much the employee shifted to the new system). It is unlikely that there is a universal change management approach that works in all settings (Saka, 2003 ). Because change is chaotic, one specific model or framework may not be useful in multiple contexts (Buchanan & Boddy, 1992 ; Pettigrew & Whipp, 1991 ). This requires change managers to consider various approaches for different implementations (Pettigrew, 1987 ). Change managers may face uncertainties that cannot be addressed by a planned sequence of steps (Carnall, 2007 ; Pettigrew & Whipp, 1991 ). Different stakeholders within an organization may complete steps at different times (Pollack & Pollack, 2015 ). Although there may not be one perspective change management approach, many models and frameworks consist of similar change management strategies.

Anderson and Ackerman Anderson ( 2001 ) discuss the differences between change frameworks and change process models. They state that a change framework identifies topics that are relevant to the change and explains the procedures that organizations should acknowledge during the change. However, the framework does not provide details about how to accomplish the steps of the change or the sequence in which the change manager should perform the steps. Additionally, Anderson and Ackerman Anderson ( 2001 ) explain that change process models describe what actions are necessary to accomplish the change and the order in which to facilitate the actions. Whereas frameworks may identify variables or theories required to promote change, models focus on the specific processes that lead to change. Based on the literature, we define a change strategy as a process or action from a model or framework. Multiple models and frameworks contain similar strategies. Change managers use models and frameworks contextually; some change management strategies may be used across numerous models and frameworks.

The purpose of this article is to present a common set of change management strategies found across numerous models and frameworks and identify how frequently change management practitioners implement these common strategies in practice. We also compare current practice with models and frameworks from the literature. Some change management models and frameworks have been around for decades and others are more recent. This comparison may assist practitioners and theorists to consider different strategies that fall outside a specific model.

Common Strategies in the Change Management Literature

We examined highly-cited publications ( n  > 1000 citations) from the last 20 years, business websites, and university websites to select organizational change management models and frameworks. First, we searched two indexes—Google Scholar and Web of Science’s Social Science Citation Index. We used the following keywords in both indexes: “change management” OR “organizational change” OR “organizational development” AND (models or frameworks). Additionally, we used the same search terms in a Google search to identify models mentioned on university and business websites. This helped us identify change management models that had less presence in popular research. We only included models and frameworks from our search results that were mentioned on multiple websites. We reached saturation when multiple publications stopped identifying new models and frameworks.

After we identified the models and frameworks, we analyzed the original publications by the authors to identify observable strategies included in the models and frameworks. We coded the strategies by comparing new strategies with our previously coded strategies, and we combined similar strategies or created a new strategy. Our list of strategies was not exhaustive, but we included the most common strategies found in the publications. Finally, we omitted publications that did not provide details about the change management strategies. Although many of these publications were highly cited and identified change implementation processes or phases, the authors did not identify a specific strategy.

Table 1 shows the 16 models and frameworks that we analyzed and the 15 common strategies that we identified from this analysis. Ackerman-Anderson and Anderson ( 2001 ) believe that it is important for process models to consider organizational imperatives as well as human dynamics and needs. Therefore, the list of strategies considers organizational imperatives such as create a vision for the change that aligns with the organization’s mission and strategies regarding human dynamics and needs such as listen to employees’ concerns about the change. We have presented the strategies in order of how frequently the strategies appear in the models and frameworks. Table 1 only includes strategies found in at least six of the models or frameworks.

Strategies Used by Change Managers

We developed an online questionnaire to determine how frequently change managers used the strategies identified in our review of the literature. The Qualtrics-hosted survey consisted of 28 questions including sliding-scale, multiple-choice, and Likert-type items. Demographic questions focused on (a) how long the participant had been involved in the practice of change management, (b) how many change projects the participant had led, (c) the types of industries in which the participant led change implementations, (d) what percentage of job responsibilities involved working as a change manager and a project manager, and (e) where the participant learned to conduct change management. Twenty-one Likert-type items asked how often the participant used the strategies identified by our review of common change management models and frameworks. Participants could select never, sometimes, most of the time, and always. The Cronbach’s Alpha of the Likert-scale questions was 0.86.

The procedures for the questionnaire followed the steps suggested by Gall et al. ( 2003 ). The first steps were to define the research objectives, select the sample, and design the questionnaire format. The fourth step was to pretest the questionnaire. We conducted cognitive laboratory interviews by sending the questionnaire and interview questions to one person who was in the field of change management, one person who was in the field of performance improvement, and one person who was in the field of survey development (Fowler, 2014 ). We met with the reviewers through Zoom to evaluate the questionnaire by asking them to read the directions and each item for clarity. Then, reviewers were directed to point out mistakes or areas of confusion. Having multiple people review the survey instruments improved the reliability of the responses (Fowler, 2014 ).

We used purposeful sampling to distribute the online questionnaire throughout the following organizations: the Association for Talent Development (ATD), Change Management Institute (CMI), and the International Society for Performance Improvement (ISPI). We also launched a call for participation to department chairs of United States universities who had Instructional Systems Design graduate programs with a focus on Performance Improvement. We used snowball sampling to gain participants by requesting that the department chairs forward the questionnaire to practitioners who had led at least one organizational change.

Table 2 provides a summary of the characteristics of the 49 participants who completed the questionnaire. Most had over ten years of experience practicing change management ( n  = 37) and had completed over ten change projects ( n  = 32). The participants learned how to conduct change management on-the-job ( n  = 47), through books ( n  = 31), through academic journal articles ( n  = 22), and from college or university courses ( n  = 20). The participants had worked in 13 different industries.

Table 3 shows how frequently participants indicated that they used the change management strategies included on the questionnaire. Forty or more participants said they used the following strategies most often or always: (1) Asked members of senior leadership to support the change; (2) Listened to managers’ concerns about the change; (3) Aligned an intended change with an organization’s mission; (4) Listened to employees’ concerns about the change; (5) Aligned an intended change with an organization’s vision; (6) Created measurable short-term goals; (7) Asked managers for feedback to improve the change, and (8) Focused on organizational culture.

Table 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n  > 36 for practitioner use and n  > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.

Common Strategies Used by Practitioners and Found in the Literature

The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.

Communicate About the Change

Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).

Involve Stakeholders at All Levels of the Organization

Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.

Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.

Focus on Organizational Culture

All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).

In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.

Consider the Organization’s Mission and Vision

Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).

Provide Encouragement and Incentives to Change

Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.

Future Conversations Between Practitioners and Researchers

Table 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).

Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.

Limitations

The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.

We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.

Future Research

Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.

Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.

Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.

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Phillips, J., Klein, J.D. Change Management: From Theory to Practice. TechTrends 67 , 189–197 (2023). https://doi.org/10.1007/s11528-022-00775-0

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Aggregate Planning The Art and Science of Management Autonomy B2B B2E Management Balanced Scorecard Barriers to Entry Best Practices Black Friday Brainstorming Budgeting Business Plan Business Structure Communication Competitive Advantage Competitive Intelligence Contingency Approach to Management Continuous Improvement Corporate Governance Corporate Social Responsibility Delegation Disaster Recovery Diversity Divestment Downsizing and Rightsizing Economics Effectiveness and Efficiency Electronic Commerce Empowerment Financial Issues for Managers Financial Ratios Forecasting Generic Competitive Strategies Globalization Goals and Goal Setting Human Resource Management Innovation International Management Knowledge-Based View of the Firm Knowledge Management Leadership Styles and Bases of Power Leadership Theories and Studies Line-and-Staff Organizations Logistics and Transportation Management Control Management Functions Management Information Systems Management Science Management Styles Management Thought Managing Change Mission and Vision Statements Motivation and Motivation Theory Operations Management Organization Theory Organizational Analysis and Planning Organizational Behavior Organizational Chart Organizational Culture Organizational Learning Organizational Structure Organizational Development Organizing Paradigm Shift Participative Management Patents and Trademarks Paternalism Pioneers of Management Planning Process Management Quality and Total Quality Management Request for Proposal/Quotation Social Networking Strategic Integration Strategy Formulation Strategy Implementation Strategy in the Global Environment Strategy Levels Subject Matter Expert Succession Planning Training Delivery Methods Trends in Organizational Change

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Affirmative Action Artificial Intelligence Assessment Centers Autonomy Nonverbal Communication Brainstorming Cafeteria Plan—Flexible Benefits Coalition Building Communication Continuing Education and Lifelong Learning Trends Discrimination Diversity Downsizing and Rightsizing Electronic Data Interchange and Electronic Funds Transfer Employee Assistance Programs Employee Benefits Employee Compensation Employee Evaluation and Performance Appraisals Employee Handbook and Orientation Employee Recruitment Employee Screening and Selection Employment Law and Compliance Empowerment Executive Compensation Flexible Spending Accounts Group Dynamics Health Savings Accounts Human Resource Information Systems Human Resource Management Japanese Management Job Analysis Knowledge-Based View of the Firm Knowledge Workers Mentoring Morale Motivation and Motivation Theory Nepotism Non-Compete Agreements Organizational Behavior Organizational Chart Organizational Culture Performance Measurement Personality and Personality Tests Privacy, Privacy Laws, and Workplace Privacy Quality of Work Life Reinforcement Theory Results-Only Work Environment Safety in the Workplace Scalable or JIT Workforce Sensitivity Training Social Networking Stress Succession Planning Sweatshops Task Analysis Teams and Teamwork Theory X and Theory Y Theory Z Time Management Training Delivery Methods Virtual Organizations Women and Minorities in Management

INNOVATION AND TECHNOLOGY

Artificial Intelligence Bandwidth Bar Coding and Radio Frequency Identification Communication Competitive Intelligence Complexity Theory Computer Networks Computer Security Computer-Aided Design and Manufacturing Computer-Integrated Manufacturing Content Management System Data Processing and Data Management Decision Rules and Decision Analysis Decision Support Systems Delegation Electronic Commerce Electronic Data Interchange and Electronic Funds Transfer Environmentalism and Sustainability Experience and Learning Curves Expert Systems Forecasting Fuzzy Logic Handheld Computers Information Assurance Innovation The Internet Knowledge Centers Knowledge Management Knowledge Workers Leadership in Energy and Environmental Design Management Information Systems Manufacturing Control via the Internet Metadata or Meta-Analysis Mobile Commerce Nanotechnology Product Design Project Management Robotics Service-Oriented Architecture Technology Management Technology Transfer Telecommunications Virtual Corporations Virtual Organizations Web 2.0 WiMax

INTERNATIONAL AND GLOBAL MANAGEMENT

B2B Competitive Advantage Diversity European Union Expatriates Exporting and Importing First-Mover Advantage Franchising Free TradeAgreements and Trading Blocs Futuring Globalization International Business International Management International Management Societies and Associations International Monetary Fund International Organization for Standards Japanese Management Licensing and Licensing Agreements Location Strategy Macroenvironmental Forces Outsourcing and Offshoring Patents and Trademarks Popular Press Management Books Profit Sharing Strategy in the Global Environment Sweatshops Transnational Organization Value-Added Tax Vendor Rating Virtual Organizations World-Class Manufacturer

LEADERSHIP RESEARCH TOPICS

The Art and Science of Management Assessment Centers Best Practices Communication Contingency Approach to Management Corporate Governance Corporate Social Responsibility Delegation Domestic Management Societies and Associations Entrepreneurship Executive Compensation Expert Systems Goals and Goal Setting Human Resource Management International Management Societies and Associations Japanese Management Job Analysis Joint Ventures and Strategic Alliances Knowledge Management Knowledge Workers Leadership Styles and Bases of Power Leadership Theories and Studies Line-and-Staff Organizations Management and Executive Development Management Functions Management Levels Management Styles Management Thought Managing Change Mechanistic Organizations Mentoring Mission and Vision Statements Morale Motivation and Motivation Theory Open and Closed Systems Operant Conditioning Organizational Culture Paradigm Shift Participative Management Personality and Personality Tests Pioneers of Management Problem Solving Reinforcement Theory Sensitivity Training Span of Control Spirituality in Leadership Strategy Formulation Succession Planning Teams and Teamwork Theory X and Theory Y Theory Z Women and Minorities in Management

LEGAL ISSUES

Affirmative Action Cafeteria Plan—Flexible Benefits Computer Networks Computer Security Corporate Governance Corporate Social Responsibility Discrimination Diversity Downsizing and Rightsizing Due Diligence Electronic Data Interchange and Electronic Funds Transfer Employee Assistance Programs Employee Benefits Employee Compensation Employee Evaluation and Performance Appraisals Employee Recruitment Employee Screening and Selection Employment Law and Compliance Ethics Executive Compensation Human Resource Management Insider Trading Intellectual Property Rights Job Analysis Leveraged Buyouts Management Audit Management Control Mergers and Acquisitions Nepotism Non-Compete Agreements Patents and Trademarks Personality and Personality Tests Privacy, Privacy Laws, and Workplace Privacy Quality of Work Life Risk Management Safety in the Workplace Stress Succession Planning Sunshine Laws Sweatshops Technology Transfer Whistle Blower Women and Minorities in Management

MANAGEMENT INFORMATION SYSTEMS

Balanced Scorecard Bandwidth Bar Coding and Radio Frequency Identification Barriers to Entry Complexity Theory Computer Networks Computer Security Computer-Aided Design and Manufacturing Computer-Integrated Manufacturing Content Management System Data Processing and Data Management Decision Rules and Decision Analysis Decision Support Systems Distribution and Distribution Requirements Planning Electronic Commerce Electronic Data Interchange and Electronic Funds Transfer Service-Oriented Architecture Statistical Process Control and Six Sigma Systems Design, Development, and Implementation Technology Management Technology Transfer

MANAGEMENT SCIENCE AND OPERATIONS RESEARCH

Bar Coding and Radio Frequency Identification Business Process Reengineering Computer-Aided Design and Manufacturing Concurrent Engineering and Design Decision Rules and Decision Analysis Decision Support Systems Distribution and Distribution Requirements Planning Expert Systems Location Strategy Logistics and Transportation Maintenance Make-or-Buy Decisions Manufacturing Resources Planning Models and Modeling Multiple-Criteria Decision Making New Product Development Operating System Operations Management Operations Scheduling Operations Strategy Product Design Production Planning and Scheduling Productivity Concepts and Measures Product-Process Matrix Project Management Purchasing and Procurement Quality and Total Quality Management Research Methods and Processes Reverse Supply Chain Logistics Scenario Planning Service Operations Service Process Matrix Simulation Statistical Process Control and Six Sigma Statistics Subject Matter Expert Systems Analysis Systems Design, Development, and Implementation Technology Transfer Warehousing and Warehouse Management World-Class Manufacturer

PERFORMANCE MEASURES AND ASSESSMENT

Activity-Based Costing Balance Sheets Balanced Scorecard Benchmarking Best Practices Break-Even Point Budgeting Cash Flow Analysis and Statements Continuous Improvement Cost Accounting Cost-Volume-Profit Analysis Cycle Time Debt vs. Equity Financing Due Diligence Effectiveness and Efficiency Executive Compensation Financial Issues for Managers Financial Ratios Forecasting Gap Analysis Goals and Goal Setting Management Audit Management Control Management Information Systems Market Share Multiple-Criteria Decision Making Nepotism Order-Winning and Order-Qualifying Criteria Performance Measurement Pricing Policy and Strategy Profit Sharing Simulation Stakeholders Value Analysis Value Chain Management Value Creation Vendor Rating Zero-Based Budgeting Zero Sum Game

PERSONAL GROWTH AND DEVELOPMENT FOR MANAGERS

The Art and Science of Management Brainstorming Coalition Building Communication Consulting Contingency Approach to Management Continuing Education and Lifelong Learning Trends Continuous Improvement Customer Relationship Management Delegation Diversity Employee Assistance Programs Empowerment Entrepreneurship Facilitator Feedback Goals and Goal Setting Group Dynamics Intrapreneurship Knowledge Workers Leadership Styles and Bases of Power Managing Change Mentoring Morale Motivation and Motivation Theory Multimedia Organizing Participative Management Personality and Personality Tests Planning Popular Press Management Books Problem Solving Profit Sharing Safety in the Workplace Sensitivity Training Spirituality in Leadership Strategic Planning Tools Stress Succession Planning SWOT Analysis Teams and Teamwork Time Management Trends in Organizational Change Value Creation

PRODUCTION AND OPERATIONS MANAGEMENT

Activity-Based Costing Aggregate Planning Bar Coding and Radio Frequency Identification Benchmarking Break-Even Point Business Process Reengineering Cellular Manufacturing Computer-Aided Design and Manufacturing Computer-Integrated Manufacturing Concurrent Engineering and Design Continuous Improvement Cost-Volume-Profit Analysis Decision Rules and Decision Analysis Decision Support Systems Distribution and Distribution Requirements Planning Domestic Management Societies and Associations Five S Framework Flexible Manufacturing Forecasting Industrial Relations International Management Societies and Associations Inventory Management Inventory Types Japanese Management Layout Lean Manufacturing and Just-in-Time Production Location Strategy Logistics and Transportation Long Tail Maintenance Make-or-Buy Decisions Management Awards Manufacturing Control via the Internet Manufacturing Resources Planning Market Share New Product Development Operations Management Operations Scheduling Operations Strategy Order-Winning and Order-Qualifying Criteria Outsourcing and Offshoring Participative Management Poka-Yoke Popular Press Management Books Porter’s Five Forces Model Production Planning and Scheduling Productivity Concepts and Measures Product-Process Matrix Project Management Purchasing and Procurement Quality Gurus Quality and Total Quality Management Reverse Supply Chain Logistics Robotics Safety in the Workplace Scalable or JIT Workforce Service Factory Service Industry Service Operations Service Process Matrix Simulation Statistical Process Control and Six Sigma Statistics Strategic Integration Supply Chain Management Synergy Teams and Teamwork Technology Management Technology Transfer Theory of Constraints Time-Based Competition Upselling Warehousing and Warehouse Management World-Class Manufacturer

QUALITY MANAGEMENT AND TOTAL QUALITY MANAGEMENT

Communication Customer Relationship Management Domestic Management Societies and Associations Five S Framework Gap Analysis Goals and Goal Setting Innovation International Management Societies and Associations Japanese Management Management Awards Manufacturing Resources Planning Marketing Research Operations Strategy Opportunity Cost Order-Winning and Order-Qualifying Criteria Outsourcing and Offshoring Participative Management Popular Press Management Books Productivity Concepts and Measures Quality Gurus Quality and Total Quality Management Quality of Work Life Statistical Process Control and Six Sigma Strategic Planning Tools Teams and Teamwork Value Analysis Value Creation Vendor Rating World-Class Manufacturer

SUPPLY CHAIN MANAGEMENT

Activity-Based Costing Business Process Reengineering Capacity Planning Cellular Manufacturing Coalition Building Communication Competitive Advantage Competitive Intelligence Computer Networks Computer-Integrated Manufacturing Conflict Management and Negotiation Customer Relationship Management Cycle Time Decision Support Systems Distribution and Distribution Requirements Planning Economies of Scale and Economies of Scope Effectiveness and Efficiency Electronic Commerce Electronic Data Interchange and Electronic Funds Transfer Enterprise Resource Planning Expert Systems Fulfillment Group Dynamics Industrial Relations Inventory Management Inventory Types Joint Ventures and Strategic Alliances Lean Manufacturing and Just-in-Time Production Location Strategy Logistics and Transportation Long Tail Make-or-Buy Decisions Manufacturing Resources Planning Market Share Multiple-Criteria Decision Making New Product Development Operations Management Operations Scheduling Operations Strategy Organic Organizations Organizing Poka-Yoke Problem Solving Process Management Product Design Product Life Cycle and Industry Life Cycle Production Planning and Scheduling Productivity Concepts and Measures Product-Process Matrix Purchasing and Procurement Quality and Total Quality Management Reverse Auction Reverse Supply Chain Logistics Risk Management Span of Control Stakeholders Teams and Teamwork Vendor Rating Warehousing and Warehouse Management

TRAINING AND DEVELOPMENT

Artificial Intelligence Assessment Centers Autonomy Concurrent Engineering and Design Conflict Management and Negotiation Consulting Contingency Approach to Management Continuing Education and Lifelong Learning Trends Continuous Improvement Corporate Social Responsibility Delegation Domestic Management Societies and Associations Downsizing and Rightsizing Employee Evaluation and Performance Appraisals Employee Handbook and Orientation Goals and Goal Setting Group Decision Making Human Resource Management Innovation Instant Messaging International Management Societies and Associations Job Analysis Knowledge Management Knowledge Workers Management and Executive Development Management Audit Marketing Communication Mission and Vision Statements Morale Motivation and Motivation Theory Multimedia Multiple-Criteria Decision Making Organizational Culture Organizational Learning Organizing Participative Management Personality and Personality Tests Popular Press Management Books Problem Solving Project Management Safety in the Workplace Sensitivity Training Simulation Stress Succession Planning SWOT Analysis Teams and Teamwork Training Delivery Methods Virtual Organizations Women and Minorities in Management

Management has applications in a wide variety of settings and is not limited to business domains. Management tools, as well as the art and science of management, find applications wherever any effort must be planned, organized, or controlled on a significant scale. This includes applications in government, the cultural arts, sports, the military, medicine, education, scientific research, religion, not-for-profit agencies, and in the wide variety of for-profit pursuits of service and manufacturing. Management takes appropriate advantage of technical developments in all the fields it serves.

The growth of the discipline of management has also led to specialization or compartmentalization of the field. These specialties of management make learning and study easier, but at the same time make broad understanding of management more difficult. It is particularly challenging to the entrepreneur and the small business owner to master the subject areas, yet this group is compelled to excel at all management functions to further their business’s success. Management specialties have grown to such an extent it is difficult for any single manager to fully know what management is all about. So rapid have been the strides in recent years in such subjects as decision making, technology, the behavioral sciences, management information systems, and the like, to say nothing of proliferating legislative and governmental regulations affecting business, that constant study and education is required of all managers just to keep current on the latest trends and techniques. Thus, managers and executives need a comprehensive management online reference source to keep up-to-date. Having the management essays and research papers in one comprehensive site saves valuable research time in locating the information.

In the growing age of specialists, there is a growing lack of generalists. Typically, a business manager spends a large percentage of their career developing a great familiarity and proficiency in a specialized field, such as sales, production, shipping, or accounting. The manager develops a very specialized knowledge in this area but may develop only a peripheral knowledge of advances in other areas of management. Yet as these individuals are promoted from a specialist-type position up the organizational chart to a more administrative or generalist supervisory or leadership position, the person with newly enlarged responsibilities suddenly finds that their horizon must extend beyond the given specialty. It must now include more than just a once-superficial understanding of all aspects of managing, including purchasing, manufacturing, advertising and selling, international management, quantitative techniques, human resources management, public relations, research and development, strategic planning, and management information systems. The need for broader management understanding and comprehension continues to increase as individuals are promoted.

This site has as its goal to bridge this gap in understanding and to offer every executive, executive-aspirant, management consultant, and educator and student of management, both comprehensive and authoritative information on all the theories, concepts, and techniques that directly impact the job of management. This reference source strives to make specialists aware of the other functional areas of the management discipline and to give the top manager or administrator who occupies the general manager position new insights into the work of the specialists whom he or she must manage or draw upon in the successful management of others. In addition, this site proposes to make all practitioners aware of the advances in management science and in the behavioral sciences. These disciplines touch upon all areas of specialization because they concern the pervasive problems of decision-making and interpersonal relations.

Every effort has been made to achieve comprehensiveness in choice and coverage of subject matter. The essays provided frequently go far beyond mere definitions and referrals to other sources. They are in-depth treatments, discussing background, subject areas, current applications, and schools of thought. In addition, information may be provided about the kinds of specialists who use the term in a given organization, the degree of current acceptance, and the possibilities for the future as the subject undergoes further development and refinement. Longer essays frequently provide charts, graphs, or examples to aid in understanding the topic.

Browse More Management Research Paper Topics:

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An Enhanced Entity Model for Converting Relational to Non-Relational Documents in Hospital Management System Based on Cloud Computing

Hospital management practices in county-level hospitals in rural china and international comparison.

Abstract Background Although management is important in healthcare, low- and middle-income countries (LMICs) have little experience measuring the competence of hospital management. While improving hospital management is the main focus of hospital reform in China, few studies have empirically documented the baseline situation to inform policy design. Methods We assessed the management practices of county-level hospitals in Guizhou in southwest China during 2015. We used the Development World Management Survey (D-WMS) instrument to interview 273 managers in 139 hospitals. We scored the management practices of the sampled hospitals, overall and in four dimensions (operations, monitoring, targets, personnel management) and three processes (implementation, usage, monitoring). We then converted the scores to the WMS scale and compared these with data from two other LMICs and seven high-income countries (HICs). Results On a scale of 1 (‘worst practice’) to 5 (‘best practice’), the mean (SD) hospital D-WMS scores were 2.57 (0.46) overall; 2.71 (0.48), 2.64 (0.58), 2.40 (0.64), and 2.56 (0.40) for operation, monitoring, target, and personnel, respectively; and 2.43 (0.48), 2.62 (0.48), and 2.66 (0.47) for implementation, usage, and monitoring, respectively. After conversion to WMS scores, China ranked seventh of 10 countries, after six HICs and higher than one HIC and two other LMICs (Brazil and India). China ranked higher than the two LMICs in each of the four dimensional scores. Conclusions Chinese county-level hospitals should improve their low quality of management by prioritizing target-setting and process implementation, particularly in personnel management. Meanwhile, modern management training should be given to most clinical managers.

Kuala Lumpur train collision during the COVID-19 pandemic

Abstract Background Two city trains collided in an underground tunnel on 24 May 2021 at the height of COVID-19 pandemic near the Petronas Towers, Kuala Lumpur, Malaysia, immediately after the evening rush hours. We aim to evaluate the management of this mass casualty incident highlighting the lessons learned to be used in preparedness for similar incidents that may occur in other major cities worldwide. Methods Information regarding incident site and hospital management response were analysed. Data on demography, triaging, injuries and hospital management of patients were collected according to a designed protocol. Challenges, difficulties and their solutions were reported. Results The train's emergency response team (ERT) has shut down train movements towards the incident site. Red zone (in the tunnel), yellow zone (the station platform) and green zone (outside the station entrance) were established. The fire and rescue team arrived and assisted the ERT in the red zone. Incident command system was established at the site. Medical base station was established at the yellow zone. Two hundred and fourteen passengers were in the trains. Sixty-four of them were injured. They had a median (range) ISS of 2 (1–43), and all were sent to Hospital Kuala Lumpur (HKL). Six (9.4%) patients were clinically triaged as red (critical), 19 (29.7%) as yellow (semi-critical) and 39 (60.9%) as green (non-critical). HKL's disaster plan was activated. All patients underwent temperature and epidemiology link assessment. Seven (10.9%) patients were admitted to the hospital (3 to the ICU, 3 to the ward and 1 to a private hospital as requested by the patient), while the rest 56 (87.5%) were discharged home. Six (9.4%) needed surgery. The COVID-19 tests were conducted on seven patients (10.9%) and were negative. There were no deaths. Conclusions The mass casualty incident was handled properly because of a clear standard operating procedure, smooth coordination between multi-agencies and the hospitals, presence of a 'binary' system for 'COVID-risk' and 'non-COVID-risk' areas, and the modifications of the existing disaster plan. Preparedness for MCIs is essential during pandemics.

Standardization and strengthening the functionality of hospital management boards in central hospitals: Evidence of a developing economy

Zimbabwe’s public hospitals have been criticised for the declining standard of health service delivery for the past three decades with fingers pointed towards the hospital governance system. In response to the criticism, the government of Zimbabwe, through the Ministry of Health, has begun the process of making structural changes to the entire hospital governance system (Moyo, 2016; Sikipa, Osifo-Dawodu, Kokwaro, & Rice, 2019). The aim of the study is to examine the processes of appointing hospital management board (HMB) members in central hospitals of Zimbabwe. The study sought to explore the standardization, strengthening, and performance of HMBs in central hospitals of Zimbabwe with a focus on six central hospitals which include Harare, Chitungwiza, Parirenyatwa Group of Hospitals, United Bulawayo Hospitals (UBH), Mpilo, and Ingutsheni. The study employed a mixed-method design using the questionnaire and interviews to collect data. The target population included 66 board members. The census approach was used meaning that all members of the population formed the sample size. The study revealed that 67% of hospitals had functional HMBs with a quorum despite lacking a clear policy to evaluate their performance. The gaps identified required policy review to strengthen the appointment and performance of HMBs

Analisis Tata Kelola Teknologi Informasi Untuk Mendefinisikan Arsitektur Informasi Dengan Framework COBIT 4.1 (Studi Kasus Instalasi Rawat Jalan RSUD Prov. NTB)

Treatment for outpatient installations (IRJA) NTB provincial hospitals have used hospital management information systems, but this is still not effective. The information system is not effective because registration centred in the main hall. The centralized registration caused the accumulation of patient queues that occurred in each IRJA polyclinic, and this was due to the absence of an integrated queue number between registrations carried out in the main hall and IRJA polyclinics. Therefore, the governance of information architecture processes needs to be applied to optimize information systems. We use COBIT 4.1 to conduct governance. The aim is to get existing and expected outpatients from Prov. NTB Hospital. So, it can help to manage information architecture to perform quality and competitive outpatient services. The results showed the IT processes selected in PO2 (Determine Information Architecture) and AI4 (Activate and Use). We reach the maturity level of all IT processes at level 3 (the specified process) for conditions as they are and 5 (optimized) for conditions that will occur. The level of maturity can help the NTB Provincial Hospital to improve its services.

The Influence of Organizational Climate and Public Service Motivation on the Performance of Nurses at the Haji Hospital in South Sulawesi Province

This research is a quantitative study using an observational study with a cross-sectional study design on the influence of organizational climate, Public Service Motivation and nurse performance from 182 samples of nurse respondents at Haji Hospital, South Sulawesi Province, Indonesia. The aim is to identify the current organizational climate of the Haji Hospital, increase awareness of the mission of the Haji Hospital and identify motivational factors. The results showed that the influence of organizational climate on nurse performance was (0.000). The results showed that there was an effect of Public Service Motivation on Nurse Performance of (0.000). The results showed that the organizational climate variable had the most influence on the performance of nurses at the Haji Hospital, South Sulawesi Province. It is recommended to the management of the Hajj Hospital to improve teamwork by immediately resolving conflicts such as achieving the goals set by the Hajj Hospital Management. Hajj Hospital management seems to have to include flexibility; for example, team convenience might come with more flexible policies such as conducting tutoring and training via online video. It is recommended that after watching the video, nurses then write solutions to resolve conflicts in the organizational climate. Their papers will be reviewed and given written instructions by the leadership to nurses. Following the group discussion and later each nurse presented their views. The Hajj Hospital management provides appropriate incentives and praise for the successful performance of nurses.

Pemodelan Ancaman Sistem Keamanan E-Health menggunakan Metode STRIDE dan DREAD

The Hospital Management Information System (SIMRS) functions as a medium for hospital information and hospital management. There are patient medical record data, which is the result of interactions between doctors and sufferer. Medical records are sensitive data so that the security of the hospital management information system needs to be improved to convince users or patients that the data stored on SIMRS is safe at attackers. There are several ways to improve system security, one of which is by threat modeling. Threat modeling aims to identify vulnerabilities and threats that exist in SIMRS. In this paper, threat modeling will use the STRIDE-model. The recognition with the STRIDE-model will then be analyzed and sorted according to the modeling with the STRIDE method. After the analysis is complete, it will be calculated and given a rating based on the DREAD method's assessment. The STRIDE method's results show that there are several threats identified, such as there is one threat on the user side, the webserver is five threats, and the database is three threats. The level of the threat varies from the lowest-level (LowL) to the highest-level (HiL). Based on the threat level, it can be a guide and sequence in improving and improving the security system at SIMRS, starting from the LowL to the HiL.

Pre-Hospital and In-Hospital Management of an Abdominal Impalement Injury Caused by a Tree Branch

Current status of out-of-hospital management of cancer patients and awareness of internet medical treatment: a questionnaire survey.

Objective: To explore the current situation of the out-of-hospital management of patients with cancer and evaluate the feasibility of Internet medical intervention outside the hospital in China.Methods: The questionnaire was designed based on the investigators' clinical experience, literature data, and the Anderson Symptom Scale, and adopted a cross sectional survey method.Results: Totally 1,171 qualified questionnaires were analyzed. The results showed that 92.7% of patients with cancer experienced varying degrees of out-of-hospital symptoms after treatment, and a third of them needed clinical intervention. Abnormal blood test results outside the hospital were basically consistent with the events that occurred during the hospitalization. One third of patients with cancer could not identify abnormal results. The primary approaches to solve these abnormalities were to seek guidance from the physician in charge or from nearby hospitals, but only 6.75% patients sought help online. More than half of the life or work of patients with cancer are still greatly affected under the current management model. 92% of respondents required medical help outside the hospital, and 65% ones were willing to pay for the out-of-hospital management.Conclusions: Out-of-hospital management model needs to be improved. Most users are willing to accept Internet cancer management with fees. The survey has a positive effect on guiding future Internet cancer management practices in China to a certain extent.

Medical disputes and patient satisfaction in China: How does hospital management matter?

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100+ Management Topics For Your Research Papers

As a student, you are probably very interested to learn about more ways to improve your grades. Management students, like all other students, should focus on learning. It is the best way to improve your grades, after all. However, there is another simple way you can improve the grades you get on your academic papers: finding exceptional management topics. Let’s talk about topics and show you why they are so important for students of all ages.

Great Management Topics = Top Grades

Finding great project management research topics usually means getting a top grade on the essay. Did you notice that some of your classmates are getting high grades without even trying too much? How do they do it? The simple answer is that they manage to impress the professor. It’s not easy, but it can be done. And you can do it too. For example, if you manage to find some business management research topics that nobody in your class thought about, you are almost guaranteed a top grade.

Your topic will pique the interest of your professor and will keep him or her reading. This means you will instantly get bonus points. It also shows to your professor that you’ve really strived to come up with an interesting topic. Of course, a unique topic also means you’ll submit an entirely original essay.

Where Can You Find the Best Management Topics?

Whether we’re talking about research topics in healthcare management or other management topics, you need to know where to find the best topics. Yes, you could try the Internet. However, keep in mind that most of your peers are using the same source to get topics. A good approach would be to ask industry experts for some interesting business management research paper topics. For example, you can ask around in forums and on blogs. Also, we advise you to check our great list of business topics .

Another great way to get some ideas is to read as many articles on management topics as possible. You’ll find plenty of examples and you can tweak them as much as you like. You’ll probably end up with a long list of unique topics.

However, the best and easiest way to get the best topics is to get in touch with an expert academic writer. A professional writer can come up with a list of research topics in management for you in no time. After all, this is what these people do. They have extensive experience writing academic papers for their clients. This being said, all you have to do is get in touch with an academic writing company and ask them for a list of management topics for a research paper.

Management Training Topics

Looking for amazing management training topics? Why don’t you pick one of the following examples:

• The best employee management tactics every company should employ in 2022.
• The various leadership styles around the world.
• How does a company train its HR department adequately?
• Is employee training necessary for coronavirus eradication?
• How do employees adapt to change without proper training?
• Does training influence employees’ loyalty?
• The importance of evaluating the performance of a team.
• Evolving technologies require thorough training programs.

Project Management Topics

Finding great project management topics can be a daunting task. To help you out, our expert writers have put together this list:

• Effective ways to manage international teams of remote workers.
• Effective project management methods that will work best in 2022.
• Define the Distance Education Management System.
• The Starbucks project management team: a case study.
• Global projects are the new form of organization.
• Outsourcing management problems in 2022.
• The negative side of outsourcing to India.
• The negative effects of stress and excessive work in the modern world.

Healthcare Management Research Paper Topics

Are you in need of excellent healthcare management research paper topics? Here are some of the best examples we can think of:

• Top methods to increase the effects of preventative care.
• Complying with the new privacy laws as a public hospital.
• How do hospitals acquire talent?
• Best way to retain talent in the healthcare industry.
• What are hospital ratings and how do their effect these institutions?
• Patient safety should be a manager’s primary concern.
• Can manpower be used to gauge a hospital’s performance?
• Case Study: The supply chain of drugs and medicine in a large hospital.

Risk Management Topics

When it comes to risk management topics, we doubt you will find topics more interesting than the following:

• Methods of accounting in case of natural disasters.
• How to protect assets as part of an integrated financial risk management strategy.
• Grouping clients into risk pools: best practices.
• What are the factors that influence risk management in the healthcare industry?
• Big data and its effects on risk management in the UK.
• The effects of advancing technology on risk management.
• 3 ways to tackle the supply chain risk in 2022.

Management Meetings Topics

What do you talk about during a management meeting? Let’s find out! Here are some of the most interesting management meetings topics:

• What do managers like to discuss during meetings?
• Supply chain and operations management can be integrated.
• Methods to discuss a change of pace in the company.
• Analyzing the marketing activities and their impact.
• The main steps of product development.

Sport Management Research Topics

Our sport management research topics are unique and original. You can use any of the following topics for free right now:

• The influence of music during training.
• Managing water intake during weightlifting exercises.
• Does mathematic coaching help with sports performance?
• Risk management in a sports organization.
• The legal risks sports organizations face in the UK.
• Discussing safety issues in football.
• The different leadership methods in sports management.

Operations Management Topics

It can be very difficult to find original operations management topics, we know. This is why we are here to help. Take a look at these new topics:

• Should you manufacture in-house or outsource?
• The difference between the main operations management strategies.
• What is the scope of operations management in the financial sector in the United States?
• The best research methods for operations management.
• Methods for bottleneck elimination.
• What is Lean manufacturing and what does it imply?
• The impact of the IT industry on operations management.

Management Topics for Presentation

Are you looking for management topics for the presentation? Although not the easiest thing to do, our expert managed to create some unique topics for you:

• The recruitment process in the Al Etihad company.
• The unique problems of organizing a sports organization.
• How do hospitals plan for biological attacks?
• Are business ethics the same for employees and managers?
• Managing lawsuits as a pharmaceutical company.
• Managing waste disposal as a fertilizer company in the UK.
• How does the COVID-19 virus affect the management of organizations?
• Using social media for company management purposes.

Research Topics in Human Resource Management

When you need to research topics in human resource management, you need our list. Here are some topics that we think you will find very interesting:

• Discussing equal employment opportunities in the UK.
• What is strategic HR planning?
• How is talent aligned to business?
• What are soft skills and hard skills?
• The many benefits of salary bonuses.
• Eliminating sexual harassment at the workplace.
• Eliminating drug use at the workplace.

Stress Management Topics

Do you need to write an amazing essay about stress management? In this case, you need to write on one of our stress management topics:

• Progressive muscle relaxation therapy.
• The best breathing exercises for stress.
• Keep a positive attitude to reduce stress.
• The effects of physical exercise on stress levels.
• Does discrimination cause stress?
• The link between stress and depression.
• Top 4 methods to manage stress effectively.

Controversial Topics in Business Management

Writing about controversial topics in business management will surely catch the eye of your professor. Here are some examples:

• What is sexual harassment at work?
• Let’s discuss the paid parental leave policy.
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• 15 April 2024
• Correction 22 April 2024

Revealed: the ten research papers that policy documents cite most

• Dalmeet Singh Chawla 0

Dalmeet Singh Chawla is a freelance science journalist based in London.

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Policymakers often work behind closed doors — but the documents they produce offer clues about the research that influences them. Credit: Stefan Rousseau/Getty

When David Autor co-wrote a paper on how computerization affects job skill demands more than 20 years ago, a journal took 18 months to consider it — only to reject it after review. He went on to submit it to The Quarterly Journal of Economics , which eventually published the work 1 in November 2003.

Autor’s paper is now the third most cited in policy documents worldwide, according to an analysis of data provided exclusively to Nature . It has accumulated around 1,100 citations in policy documents, show figures from the London-based firm Overton (see ‘The most-cited papers in policy’), which maintains a database of more than 12 million policy documents, think-tank papers, white papers and guidelines.

“I thought it was destined to be quite an obscure paper,” recalls Autor, a public-policy scholar and economist at the Massachusetts Institute of Technology in Cambridge. “I’m excited that a lot of people are citing it.”

The most-cited papers in policy

Economics papers dominate the top ten papers that policy documents reference most.

Data from Overton as of 15 April 2024

The top ten most cited papers in policy documents are dominated by economics research; the number one most referenced study has around 1,300 citations. When economics studies are excluded, a 1997 Nature paper 2 about Earth’s ecosystem services and natural capital is second on the list, with more than 900 policy citations. The paper has also garnered more than 32,000 references from other studies, according to Google Scholar. Other highly cited non-economics studies include works on planetary boundaries, sustainable foods and the future of employment (see ‘Most-cited papers — excluding economics research’).

These lists provide insight into the types of research that politicians pay attention to, but policy citations don’t necessarily imply impact or influence, and Overton’s database has a bias towards documents published in English.

Interdisciplinary impact

Overton usually charges a licence fee to access its citation data. But last year, the firm worked with the publisher Sage to release a free web-based tool , based in Thousand Oaks, California, that allows any researcher to find out how many times policy documents have cited their papers or mention their names. Overton and Sage said they created the tool, called Sage Policy Profiles, to help researchers to demonstrate the impact or influence their work might be having on policy. This can be useful for researchers during promotion or tenure interviews and in grant applications.

Autor thinks his study stands out because his paper was different from what other economists were writing at the time. It suggested that ‘middle-skill’ work, typically done in offices or factories by people who haven’t attended university, was going to be largely automated, leaving workers with either highly skilled jobs or manual work. “It has stood the test of time,” he says, “and it got people to focus on what I think is the right problem.” That topic is just as relevant today, Autor says, especially with the rise of artificial intelligence.

Most-cited papers — excluding economics research

When economics studies are excluded, the research papers that policy documents most commonly reference cover topics including climate change and nutrition.

Walter Willett, an epidemiologist and food scientist at the Harvard T.H. Chan School of Public Health in Boston, Massachusetts, thinks that interdisciplinary teams are most likely to gain a lot of policy citations. He co-authored a paper on the list of most cited non-economics studies: a 2019 work 3 that was part of a Lancet commission to investigate how to feed the global population a healthy and environmentally sustainable diet by 2050 and has accumulated more than 600 policy citations.

“I think it had an impact because it was clearly a multidisciplinary effort,” says Willett. The work was co-authored by 37 scientists from 17 countries. The team included researchers from disciplines including food science, health metrics, climate change, ecology and evolution and bioethics. “None of us could have done this on our own. It really did require working with people outside our fields.”

Sverker Sörlin, an environmental historian at the KTH Royal Institute of Technology in Stockholm, agrees that papers with a diverse set of authors often attract more policy citations. “It’s the combined effect that is often the key to getting more influence,” he says.

Has your research influenced policy? Use this free tool to check

Sörlin co-authored two papers in the list of top ten non-economics papers. One of those is a 2015 Science paper 4 on planetary boundaries — a concept defining the environmental limits in which humanity can develop and thrive — which has attracted more than 750 policy citations. Sörlin thinks one reason it has been popular is that it’s a sequel to a 2009 Nature paper 5 he co-authored on the same topic, which has been cited by policy documents 575 times.

Although policy citations don’t necessarily imply influence, Willett has seen evidence that his paper is prompting changes in policy. He points to Denmark as an example, noting that the nation is reformatting its dietary guidelines in line with the study’s recommendations. “I certainly can’t say that this document is the only thing that’s changing their guidelines,” he says. But “this gave it the support and credibility that allowed them to go forward”.

Broad brush

Peter Gluckman, who was the chief science adviser to the prime minister of New Zealand between 2009 and 2018, is not surprised by the lists. He expects policymakers to refer to broad-brush papers rather than those reporting on incremental advances in a field.

Gluckman, a paediatrician and biomedical scientist at the University of Auckland in New Zealand, notes that it’s important to consider the context in which papers are being cited, because studies reporting controversial findings sometimes attract many citations. He also warns that the list is probably not comprehensive: many policy papers are not easily accessible to tools such as Overton, which uses text mining to compile data, and so will not be included in the database.

The top 100 papers

“The thing that worries me most is the age of the papers that are involved,” Gluckman says. “Does that tell us something about just the way the analysis is done or that relatively few papers get heavily used in policymaking?”

Gluckman says it’s strange that some recent work on climate change, food security, social cohesion and similar areas hasn’t made it to the non-economics list. “Maybe it’s just because they’re not being referred to,” he says, or perhaps that work is cited, in turn, in the broad-scope papers that are most heavily referenced in policy documents.

As for Sage Policy Profiles, Gluckman says it’s always useful to get an idea of which studies are attracting attention from policymakers, but he notes that studies often take years to influence policy. “Yet the average academic is trying to make a claim here and now that their current work is having an impact,” he adds. “So there’s a disconnect there.”

Willett thinks policy citations are probably more important than scholarly citations in other papers. “In the end, we don’t want this to just sit on an academic shelf.”

doi: https://doi.org/10.1038/d41586-024-00660-1

Updates & Corrections

Correction 22 April 2024 : The original version of this story credited Sage, rather than Overton, as the source of the policy papers’ citation data. Sage’s location has also been updated.

Autor, D. H., Levy, F. & Murnane, R. J. Q. J. Econ. 118 , 1279–1333 (2003).

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Steffen, W. et al. Science 347 , 1259855 (2015).

Rockström, J. et al. Nature 461 , 472–475 (2009).

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