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What Is Management Research Actually Good For?

• Gerald F. Davis

And how big data is making that a harder question to answer.

San Jose, California, is home to one of the most peculiar structures ever built: the Winchester Mystery House, a 160-room Victorian mansion that includes 40 bedrooms, two ballrooms, 47 fireplaces, gold and silver chandeliers, parquet floors, and other high-end appointments. It features a number of architectural details that serve no purpose: doorways that open onto walls, labyrinthine hallways that lead nowhere, and stairways that rise only to a ceiling.

• Gerald F. Davis is the Gilbert and Ruth Whitaker Professor of Business Administration at the Ross School of Business and Professor of Sociology, The University of Michigan. His most recent book is The Vanishing American Corporation: Navigating the Hazards of a New Economy .

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• 15 Aug 2024

Post-CrowdStrike, Six Questions to Test Your Company's Operational Resilience

Companies unprepared for disasters risk not only their competitive advantage but their very existence. Hise Gibson and Anita Lynch break down what a company needs to build its operational resilience, starting with its people, processes, and technology.

• 13 Aug 2024
• Research & Ideas

Why Companies Shouldn't Delay Software Updates—Even After CrowdStrike's Flaw

The CrowdStrike outage created a new sense of urgency for companies to protect their tech systems. A study by Shane Greenstein and colleagues illustrates just how many companies are vulnerable to cyberattacks and other threats simply because they put off updating their software.

• 23 Jul 2024
• Cold Call Podcast

Transforming the Workplace for People with Disabilities

In 2019, Nadine Vogel, founder and CEO of Springboard Consulting, needed to decide the best path forward to grow her small consulting firm. Springboard works with Fortune 500 companies on issues related to disability and the workforce. Should Vogel expand the topics she works on with her current clients, or should she explore the possibility of moving into a new market of smaller businesses? Vogel joins Harvard Business School professor Lakshmi Ramarajan and Harvard Kennedy School professor Hannah Riley Bowles to discuss her experience starting and scaling her firm, while also being a caregiver to two children with disabilities, in the case, “Nadine Vogel: Transforming the Marketplace, Workplace, and Workforce for People with Disabilities.”

• 16 Jul 2024

Corporate Boards Are Failing in Their No. 1 Duty

General Electric, Wells Fargo, and Boeing all chose the wrong CEOs for the job, says Bill George, creating big problems for the companies. George outlines five common mistakes boards of directors make when selecting leaders and provides advice for picking the appropriate person for this all-important role.

• 09 Jul 2024

Are Management Consulting Firms Failing to Manage Themselves?

In response to unprecedented client demand a few years ago, consulting firms went on a growth-driven hiring spree, but now many of these firms are cutting back staff. David Fubini questions whether strategy firms, which are considered experts at solving a variety of problems for clients, are struggling to apply their own management principles internally to address their current challenges.

• 08 Jul 2024

The Critical Computer Science Principles Every Strategic Leader Needs to Know

Technology is such an integral part of so many industries now that business executives can't afford to leave all the digital know-how to their tech teams. Andy Wu explains the five essential principles of computer science that all leaders need to grasp to gain an edge.

• 25 Jun 2024

Rapport: The Hidden Advantage That Women Managers Bring to Teams

Lack of communication between managers and their employees can hurt productivity and even undermine the customer experience. Female managers are more adept at building rapport among mixed-gender teams, which can improve an organization’s performance, says research by Jorge Tamayo.

• 18 Jun 2024

How Natural Winemaker Frank Cornelissen Innovated While Staying True to His Brand

In 2018, artisanal Italian vineyard Frank Cornelissen was one of the world’s leading producers of natural wine. But when weather-related conditions damaged that year’s grapes, founder Frank Cornelissen had to decide between staying true to the tenets of natural wine making or breaking with his public beliefs to save that year’s grapes by adding sulfites. Harvard Business School assistant professor Tiona Zuzul discusses the importance of staying true to your company’s principles while remaining flexible enough to welcome progress in the case, Frank Cornelissen: The Great Sulfite Debate.

• 04 Jun 2024

Navigating Consumer Data Privacy in an AI World

Consumers expect companies to do everything they can to protect their personal data, but breaches continue to happen at an alarming rate. Eva Ascarza and Ta-Wei Huang say companies must take bold steps to proactively manage customers’ sensitive data if they want to earn trust and remain competitive.

• 07 May 2024

Lessons in Business Innovation from Legendary Restaurant elBulli

Ferran Adrià, chef at legendary Barcelona-based restaurant elBulli, was facing two related decisions. First, he and his team must continue to develop new and different dishes for elBulli to guarantee a continuous stream of innovation, the cornerstone of the restaurant's success. But they also need to focus on growing the restaurant’s business. Can the team balance both objectives? Professor Michael I. Norton discusses the connections between creativity, emotions, rituals, and innovation – and how they can be applied to other domains – in the case, “elBulli: The Taste of Innovation,” and his new book, The Ritual Effect.

• 26 Apr 2024

Deion Sanders' Prime Lessons for Leading a Team to Victory

The former star athlete known for flash uses unglamorous command-and-control methods to get results as a college football coach. Business leaders can learn 10 key lessons from the way 'Coach Prime' builds a culture of respect and discipline without micromanaging, says Hise Gibson.

• 02 Apr 2024
• What Do You Think?

What's Enough to Make Us Happy?

Experts say happiness is often derived by a combination of good health, financial wellbeing, and solid relationships with family and friends. But are we forgetting to take stock of whether we have enough of these things? asks James Heskett. Open for comment; 0 Comments.

Employees Out Sick? Inside One Company's Creative Approach to Staying Productive

Regular absenteeism can hobble output and even bring down a business. But fostering a collaborative culture that brings managers together can help companies weather surges of sick days and no-shows. Research by Jorge Tamayo shows how.

• 12 Mar 2024

Publish or Perish: What the Research Says About Productivity in Academia

Universities tend to evaluate professors based on their research output, but does that measure reflect the realities of higher ed? A study of 4,300 professors by Kyle Myers, Karim Lakhani, and colleagues probes the time demands, risk appetite, and compensation of faculty.

• 29 Feb 2024

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

Reach soccer's pinnacle. Become a global brand. Buy a team. Sign Lionel Messi. David Beckham makes success look as easy as his epic free kicks. But leveraging world-class talent takes discipline and deft decision-making, as case studies by Anita Elberse reveal. What could other businesses learn from his ascent?

• 16 Feb 2024

Is Your Workplace Biased Against Introverts?

Extroverts are more likely to express their passion outwardly, giving them a leg up when it comes to raises and promotions, according to research by Jon Jachimowicz. Introverts are just as motivated and excited about their work, but show it differently. How can managers challenge their assumptions?

• 05 Feb 2024

The Middle Manager of the Future: More Coaching, Less Commanding

Skilled middle managers foster collaboration, inspire employees, and link important functions at companies. An analysis of more than 35 million job postings by Letian Zhang paints a counterintuitive picture of today's midlevel manager. Could these roles provide an innovation edge?

• 24 Jan 2024

Why Boeing’s Problems with the 737 MAX Began More Than 25 Years Ago

Aggressive cost cutting and rocky leadership changes have eroded the culture at Boeing, a company once admired for its engineering rigor, says Bill George. What will it take to repair the reputational damage wrought by years of crises involving its 737 MAX?

• 16 Jan 2024

How SolarWinds Responded to the 2020 SUNBURST Cyberattack

In December of 2020, SolarWinds learned that they had fallen victim to hackers. Unknown actors had inserted malware called SUNBURST into a software update, potentially granting hackers access to thousands of its customers’ data, including government agencies across the globe and the US military. General Counsel Jason Bliss needed to orchestrate the company’s response without knowing how many of its 300,000 customers had been affected, or how severely. What’s more, the existing CEO was scheduled to step down and incoming CEO Sudhakar Ramakrishna had yet to come on board. Bliss needed to immediately communicate the company’s action plan with customers and the media. In this episode of Cold Call, Professor Frank Nagle discusses SolarWinds’ response to this supply chain attack in the case, “SolarWinds Confronts SUNBURST.”

• 02 Jan 2024

Do Boomerang CEOs Get a Bad Rap?

Several companies have brought back formerly successful CEOs in hopes of breathing new life into their organizations—with mixed results. But are we even measuring the boomerang CEOs' performance properly? asks James Heskett. Open for comment; 0 Comments.

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Management Research

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Management Research: Applying the Principles of Business Research Methods supports new researchers on every step of the research journey, from defining a project to communicating its findings, as well as balancing the technical aspects of research with the management of the project itself. Structured around the key stages of a research project, the text reflects the richness and diversity of current business and management research, both in its presentation of methods as well as its choice of examples drawn from different industries and organizations.

This book explains the design, selection, development and implementation of appropriate research strategies in different management contexts and disciplines, providing practical guidance to the new researcher in carrying out ethical and inclusive research in today’s organizational and business environments, whilst also introducing a range of research methods and techniques. Each chapter includes learning outcomes and in-chapter call out boxes with real-life research examples to illustrate concepts and provide basis for discussion, as well as ‘next steps’ activities to help readers apply the content to their own live research projects. This second edition has been updated throughout to include the following:

•             Enhanced pedagogical features such as discussion questions and online quizzes

•             New international examples and research-in-practice cases

•             Greater emphasis on topics such as diversity and inclusion through the research process, data collection and privacy, digitalisation, and the process of writing up research.

Management Research provides essential reading for undergraduate and postgraduate students undertaking a dissertation, thesis, or research project, as well as professionals currently practising in the field.

Extensive instructor and student resources support the work online, including an instructor’s manual, PowerPoint lecture slides, a question bank and downloadable MS Excel and SPSS data sets.

Management Research

Issue(s) available: 72 – From Volume: 1 Issue: 1 , to Volume: 22 Issue: 3

• Issue 3 2024 Sustainable Entrepreneurship: a new approach in Latin America and the Caribbean
• Issue 2 2024 Strategic Management in Latin America: facing volatile, uncertain, complex and ambiguous contexts
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• Issue 4 2020 Management Research and COVID-19: a quick response for action in Iberoamerica
• Issue 3 2020
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• Issue 4 2019 Change and persistence in Latin American firm’s innovation
• Issue 3 2019
• Issue 2 2019 Healthy Organizations: Insights from Latin American Research
• Issue 1 2019
• Issue 4 2018
• Issue 3 2018
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• Issue 4 2017
• Issue 3 2017 Location and dispersion of multinationals in Iberoamerica
• Issue 2 2017
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• Issue 3 2016
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• Issue 3 2015 World in Transition: business, multiculturalism and society
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Influence factors of organizational citizenship behaviors in Latin American countries: a Brazilian case study

Research on organizational citizenship behavior (OCB) has been based on Western developed economies’ samples (or specific Eastern countries such as China and Saudi Arabia)…

Generative artificial intelligence and academic writing: an analysis of the perceptions of researchers in training

The purpose of this study is to analyze the relationship between academic writing and generative artificial intelligence (AI).

Towards the circular economy from the perspective of new institutional theory: a systematic analysis of the literature with InOrdinatio protocol

This study aims to analyse the publication stage on the transition to a circular economy (CE) from the perspective of the isomorphic mechanisms of the new institutional theory…

Relationship between structural empowerment and work engagement in the health-care sector in Portugal: the mediating role of civility

This paper aims to explore how nurses stay engaged in their work with the impact of structural empowerment and civility. It delves deeper into how kind, empathetic and respectful…

Institutions, social entrepreneurship, and individual economic well-being: an exploratory study

This study aims to evaluate the influence of institutions on the probability of becoming a social entrepreneur and the effect of this choice on individual economic well-being. The…

The informal economy and the entrepreneurial cycle

This study aims to explore the direct and indirect relationships among the informal economy, innovation, entrepreneurial and initial public offering (IPO) activity.

Empirical evidence for the validity of the job crafting scale (JCS) in a Portuguese setting

This study aims to adapt and validate the Job Crafting Scale (JCS), a measure based on the conceptualization of job crafting of the job demands–resources theory, for a sample of…

Holistic entrepreneurial inventory: a framework for the integration of spirituality in entrepreneurial performance

This study aims to explore the constructs of spirituality (SP) and entrepreneurial performance (EP) and their measurements to identify their connections. Attending to the needs of…

Startup growth in pandemic: organizational resilience in an extreme crisis situation

This study aims to examine the resilience of Peruvian startups during the COVID-19 pandemic using a framework proposed by Lengnick-Hall et al. (2011), in which resilience impacts…

Affective commitment in entrepreneurial students: person-oriented factors and subjective firm performance

This study aims to address the effects of self-esteem and affective commitment on firm performance and whether these effects vary according to the gender and age of active…

Senior entrepreneurship in Latin America: evaluation and support from entrepreneurship ecosystems approach

The purpose of this study is to make an exploratory analysis of the impact of the entrepreneurial ecosystem (EE) as defined by Acs et al. (2014) on opportunity-driven senior…

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MoSCoW Prioritization

What is moscow prioritization.

MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements. 

  The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.”

What is the History of the MoSCoW Method?

Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases.

You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses.

How Does MoSCoW Prioritization Work?

Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize.

At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress.

Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category.

With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method.

Start prioritizing your roadmap

Moscow prioritization categories.

1. Must-have initiatives

As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance.

The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following.

If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.”

2. Should-have initiatives

Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value.

“Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works.

3. Could-have initiatives

Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out.

So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected.

4. Will not have (this time)

One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing).

Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame. 

Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group.

How Can Development Teams Use MoSCoW?

  Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example: 

Prioritize based on budgetary constraints.

What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete. 

Prioritize based on the team’s skillsets.

A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis.

Prioritize based on competing needs at the company.

Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else.

What Are the Drawbacks of MoSCoW Prioritization?

  Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples.

1. An inconsistent scoring process can lead to tasks placed in the wrong categories.

  One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives.

Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app .

2. Not including all relevant stakeholders can lead to items placed in the wrong categories.

To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible.

For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature.

One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders. 

3. Team bias for (or against) initiatives can undermine MoSCoW’s effectiveness.

Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives. 

One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next.

But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them.

When Do You Use the MoSCoW Method for Prioritization?

MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments.

Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release.

What Are Best Practices for Using MoSCoW Prioritization?

If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method.

1. Choose an objective ranking or scoring system.

Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category.

You will need a separate ranking methodology. You can choose from many, such as:

• Weighted scoring
• Value vs. complexity
• Buy-a-feature
• Opportunity scoring

For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product .

2. Seek input from all key stakeholders.

To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context. 

At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss. 

3. Share your MoSCoW process across your organization.

MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects. 

The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did.

Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made. 

If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.  

Related Terms

2×2 prioritization matrix / Eisenhower matrix / DACI decision-making framework / ICE scoring model / RICE scoring model

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Director, Office of Pharmaceutical Research Management

The National Institute of Allergy and Infectious Diseases (NIAID), one of the largest institutes in the National Institutes of Health (NIH), and part of the Department of Health and Human Services (HHS), conducts and supports basic and applied research to better understand, treat, and ultimately prevent infectious, immunologic, and allergic diseases. 

The Office of Pharmaceutical Research Management (OPRM) in the Division of Allergy, Immunology, and Transplantation (DAIT) within NIAID seeks an innovative and transformational leader to serve as the Director of OPRM.

DAIT is one of four extramural program divisions within NIAID and is responsible for 1) managing and supporting basic, preclinical, and clinical research to understand, treat, and prevent immune-mediated diseases and 2) developing medical countermeasures against radiation/nuclear injuries. 

OPRM is responsible for the pharmacy and pharmaceutical management of DAIT’s national and international clinical trials and ensures investigational product integrity, participant safety, and pharmaceutical regulatory compliance.

The Director of OPRM provides strategic direction, guidance, and oversight of pharmacy and pharmaceutical activities to all DAIT staff and DAIT-supported investigators. 

The responsibilities of the Director of OPRM include the following:

• Provide scientific knowledge, leadership, direction, guidance, and oversight on all pharmaceutical aspects of clinical protocol development and conduct
• Ensure study participant safety and assess the clinical trial stability and feasibility of all DAIT-supported national and international clinical trials
• Develop a manufacturing and distribution strategy for pharmaceutical products for Phase 1 through 4 clinical trials
• Provide investigational product management and pharmacy and pharmaceutical support and oversight for DAIT-funded clinical trials
• Serve as the authority on the use of pharmaceuticals in DAIT-funded clinical trials 
• Ensure compliance with applicable national and international regulations governing the management of investigational products

Qualifications

U.S. citizenship is required

This position is subject to a background investigation. Salary will be commensurate with experience. A full civil service package of benefits may be available.

Interested candidates should submit the following to the  NIH Specialized Scientific Jobs portal by September 24, 2024

• In your CV, please include a brief description of your responsibilities 
• A two-page statement describing 1) your experience and expertise in developing a manufacturing and distribution strategy for pharmaceutical products for Phase 1 through 4 clinical trials; 2) the reasons for your interest in the position; and 3) the leadership skills and experience you would bring to NIAID
• A statement describing your experience mentoring and promoting a diverse workforce 

In addition, up to three letters of professional reference may be required as the recruitment process progresses. 

Applications from women, and individuals from groups underrepresented in biomedical research are strongly encouraged.

For more information or questions about the position, email  [email protected] .

HHS, NIH, and NIAID are equal opportunity employers dedicated to diversity, equity, and inclusion. NIH is dedicated to building a diverse community through its training and employment programs.

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Our goal is to provide you with a professional and courteous experience at each stage of the review and publication process. There are also some responsibilities that sit with you as the author. Our expectation is that you will:

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• In accordance with COPE’s position statement on AI tools , Large Language Models cannot be credited with authorship as they are incapable of conceptualising a research design without human direction and cannot be accountable for the integrity, originality, and validity of the published work. The author(s) must describe the content created or modified as well as appropriately cite the name and version of the AI tool used; any additional works drawn on by the AI tool should also be appropriately cited and referenced. Standard tools that are used to improve spelling and grammar are not included within the parameters of this guidance. The Editor and Publisher reserve the right to determine whether the use of an AI tool is permissible.
• If your article involves human participants, you must ensure you have considered whether or not you require ethical approval for your research, and include this information as part of your submission. Find out more about informed consent .

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• Copywriting any part of an article using a generative AI tool/LLM would not be permissible, including the generation of the abstract or the literature review, for as per Emerald’s authorship criteria, the author(s) must be responsible for the work and accountable for its accuracy, integrity, and validity.
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• Copy-editing an article using a generative AI tool/LLM in order to improve its language and readability would be permissible as this mirrors standard tools already employed to improve spelling and grammar, and uses existing author-created material, rather than generating wholly new content, while the author(s) remains responsible for the original work.
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Our editors and employees work hard to ensure the content we publish is ethically sound. To help us achieve that goal, we closely follow the advice laid out in the guidelines and flowcharts on the COPE (Committee on Publication Ethics) website .

We have also developed our research and publishing ethics guidelines . If you haven’t already read these, we urge you to do so – they will help you avoid the most common publishing ethics issues.

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• Any manuscript you submit to this journal should be original. That means it should not have been published before in its current, or similar, form. Exceptions to this rule are outlined in our pre-print and conference paper policies .  If any substantial element of your paper has been previously published, you need to declare this to the journal editor upon submission. Please note, the journal editor may use  Crossref Similarity Check  to check on the originality of submissions received. This service compares submissions against a database of 49 million works from 800 scholarly publishers.
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• If you have a conflict of interest, you must declare it upon submission; this allows the editor to decide how they would like to proceed. Read about conflict of interest in our research and publishing ethics guidelines .
• By submitting your work to Emerald, you are guaranteeing that the work is not in infringement of any existing copyright.
• If you have written about a company/individual/organisation in detail using information that is not publicly available, have spent time within that company/organisation, or the work features named/interviewed employees, you will need to clear permission by using the  consent to publish form ; please also see our permissions guidance for full details. If you have to clear permission with the company/individual/organisation, consent must be given either by the named individual in question or their representative, a board member of the company/organisation, or a HR department representative of the company/organisation.
• You have an ethical obligation and responsibility to conduct your research in adherence to national and international research ethics guidelines, as well as the ethical principles outlined by your discipline and any relevant authorities, and to be transparent about your research methods in such a way that all involved in the publication process may fairly and appropriately evaluate your work. For all research involving human participants, you must ensure that you have obtained informed consent, meaning that you must inform all participants in your work (or their legal representative) as to why the research is being conducted, whether their anonymity is protected, how their data will be stored and used, and whether there are any associated risks from participation in the study; the submitted work must confirm that informed consent was obtained and detail how this was addressed in accordance with our policy on informed consent .  
• Where appropriate, you must provide an ethical statement within the submitted work confirming that your research received institutional and national (or international) ethical approval, and that it complies with all relevant guidelines and regulations for studies involving humans, whether that be data, individuals, or samples. Specifically, the statement should contain the name and location of the institutional ethics reviewing committee or review board, the approval number, the date of approval, and the details of the national or international guidelines that were followed, as well as any other relevant information. You should also include details of how the work adheres to relevant consent guidelines along with confirming that informed consent was secured for all participants. The details of these statements should ensure that author and participant anonymity is not compromised. Any work submitted without a suitable ethical statement and details of informed consent for all participants, where required, will be returned to the authors and will not be considered further until appropriate and clear documentation is provided. Emerald reserves the right to reject work without sufficient evidence of informed consent from human participants and ethical approval where required.

Third party copyright permissions

Prior to article submission, you need to ensure you’ve applied for, and received, written permission to use any material in your manuscript that has been created by a third party. Please note, we are unable to publish any article that still has permissions pending. The rights we require are:

• Non-exclusive rights to reproduce the material in the article or book chapter.
• Print and electronic rights.
• Worldwide English-language rights.
• To use the material for the life of the work. That means there should be no time restrictions on its re-use e.g. a one-year licence.

We are a member of the International Association of Scientific, Technical, and Medical Publishers (STM) and participate in the STM permissions guidelines , a reciprocal free exchange of material with other STM publishers.  In some cases, this may mean that you don’t need permission to re-use content. If so, please highlight this at the submission stage.

Please take a few moments to read our guide to publishing permissions  to ensure you have met all the requirements, so that we can process your submission without delay.

Open access submissions and information

All our journals currently offer two open access (OA) publishing paths; gold open access and green open access.

If you would like to, or are required to, make the branded publisher PDF (also known as the version of record) freely available immediately upon publication, you can select the gold open access route once your paper is accepted. 

If you’ve chosen to publish gold open access, this is the point you will be asked to pay the APC (article processing charge) . This varies per journal and can be found on our APC price list or on the editorial system at the point of submission. Your article will be published with a Creative Commons CC BY 4.0 user licence , which outlines how readers can reuse your work.

Alternatively, if you would like to, or are required to, publish open access but your funding doesn’t cover the cost of the APC, you can choose the green open access, or self-archiving, route. As soon as your article is published, you can make the author accepted manuscript (the version accepted for publication) openly available, free from payment and embargo periods.

You can find out more about our open access routes, our APCs and waivers and read our FAQs on our open research page. 

Find out about open

Transparency and Openness Promotion (TOP) Guidelines

We are a signatory of the Transparency and Openness Promotion (TOP) Guidelines , a framework that supports the reproducibility of research through the adoption of transparent research practices. That means we encourage you to:

• Cite and fully reference all data, program code, and other methods in your article.
• Include persistent identifiers, such as a Digital Object Identifier (DOI), in references for datasets and program codes. Persistent identifiers ensure future access to unique published digital objects, such as a piece of text or datasets. Persistent identifiers are assigned to datasets by digital archives, such as institutional repositories and partners in the Data Preservation Alliance for the Social Sciences (Data-PASS).
• Follow appropriate international and national procedures with respect to data protection, rights to privacy and other ethical considerations, whenever you cite data. For further guidance please refer to our  research and publishing ethics guidelines . For an example on how to cite datasets, please refer to the references section below.

Prepare your submission

Manuscript support services.

We are pleased to partner with Editage, a platform that connects you with relevant experts in language support, translation, editing, visuals, consulting, and more. After you’ve agreed a fee, they will work with you to enhance your manuscript and get it submission-ready.

This is an optional service for authors who feel they need a little extra support. It does not guarantee your work will be accepted for review or publication.

Visit Editage

Manuscript requirements

Before you submit your manuscript, it’s important you read and follow the guidelines below. You will also find some useful tips in our structure your journal submission how-to guide.

Submit your manuscript

There are a number of key steps you should follow to ensure a smooth and trouble-free submission.

Double check your manuscript

Before submitting your work, it is your responsibility to check that the manuscript is complete, grammatically correct, and without spelling or typographical errors. A few other important points:

• Give the journal aims and scope a final read. Is your manuscript definitely a good fit? If it isn’t, the editor may decline it without peer review.
• Does your manuscript comply with our research and publishing ethics guidelines ?
• Have you cleared any necessary publishing permissions ?
• Have you followed all the formatting requirements laid out in these author guidelines?
• If you need to refer to your own work, use wording such as ‘previous research has demonstrated’ not ‘our previous research has demonstrated’.
• If you need to refer to your own, currently unpublished work, don’t include this work in the reference list.
• Any acknowledgments or author biographies should be uploaded as separate files.
• Carry out a final check to ensure that no author names appear anywhere in the manuscript. This includes in figures or captions.

You will find a helpful submission checklist on the website Think.Check.Submit .

The submission process

All manuscripts should be submitted through our editorial system by the corresponding author.

The only way to submit to the journal is through the journal’s ScholarOne site as accessed via the Emerald website, and not by email or through any third-party agent/company, journal representative, or website. Submissions should be done directly by the author(s) through the ScholarOne site and not via a third-party proxy on their behalf.

A separate author account is required for each journal you submit to. If this is your first time submitting to this journal, please choose the Create an account or Register now option in the editorial system. If you already have an Emerald login, you are welcome to reuse the existing username and password here.

Please note, the next time you log into the system, you will be asked for your username. This will be the email address you entered when you set up your account.

Don't forget to add your  ORCiD ID during the submission process. It will be embedded in your published article, along with a link to the ORCiD registry allowing others to easily match you with your work.

Don’t have one yet? It only takes a few moments to register for a free ORCiD identifier .

Visit the ScholarOne support centre  for further help and guidance.

What you can expect next

You will receive an automated email from the journal editor, confirming your successful submission. It will provide you with a manuscript number, which will be used in all future correspondence about your submission. If you have any reason to suspect the confirmation email you receive might be fraudulent, please contact the journal editor in the first instance.

Post submission

Review and decision process.

Each submission is checked by the editor. At this stage, they may choose to decline or unsubmit your manuscript if it doesn’t fit the journal aims and scope, or they feel the language/manuscript quality is too low.

If they think it might be suitable for the publication, they will send it to at least two independent referees for double anonymous peer review.  Once these reviewers have provided their feedback, the editor may decide to accept your manuscript, request minor or major revisions, or decline your work.

This journal offers an article transfer service. If the editor decides to decline your manuscript, either before or after peer review, they may offer to transfer it to a more relevant Emerald journal in this field. If you accept, your ScholarOne author account, and the accounts of your co-authors, will automatically transfer to the new journal, along with your manuscript and any accompanying peer review reports. However, you will still need to log in to ScholarOne to complete the submission process using your existing username and password. While accepting a transfer does not guarantee the receiving journal will publish your work, an editor will only suggest a transfer if they feel your article is a good fit with the new title.

While all journals work to different timescales, the goal is that the editor will inform you of their first decision within 60 days.

During this period, we will send you automated updates on the progress of your manuscript via our submission system, or you can log in to check on the current status of your paper.  Each time we contact you, we will quote the manuscript number you were given at the point of submission. If you receive an email that does not match these criteria, it could be fraudulent and we recommend you contact the journal editor in the first instance.

Manuscript transfer service

Emerald’s manuscript transfer service takes the pain out of the submission process if your manuscript doesn’t fit your initial journal choice. Our team of expert Editors from participating journals work together to identify alternative journals that better align with your research, ensuring your work finds the ideal publication home it deserves. Our dedicated team is committed to supporting authors like you in finding the right home for your research.

If a journal is participating in the manuscript transfer program, the Editor has the option to recommend your paper for transfer. If a transfer decision is made by the Editor, you will receive an email with the details of the recommended journal and the option to accept or reject the transfer. It’s always down to you as the author to decide if you’d like to accept. If you do accept, your paper and any reviewer reports will automatically be transferred to the recommended journals. Authors will then confirm resubmissions in the new journal’s ScholarOne system.

Our Manuscript Transfer Service page has more information on the process.

If your submission is accepted

Open access.

Once your paper is accepted, you will have the opportunity to indicate whether you would like to publish your paper via the gold open access route.

If you’ve chosen to publish gold open access, this is the point you will be asked to pay the APC (article processing charge).  This varies per journal and can be found on our APC price list or on the editorial system at the point of submission. Your article will be published with a Creative Commons CC BY 4.0 user licence , which outlines how readers can reuse your work.

For UK journal article authors - if you wish to submit your work accepted by Emerald to REF 2021, you must make a ‘closed deposit’ of your accepted manuscript to your respective institutional repository upon acceptance of your article. Articles accepted for publication after 1st April 2018 should be deposited as soon as possible, but no later than three months after the acceptance date. For further information and guidance, please refer to the REF 2021 website.

All accepted authors are sent an email with a link to a licence form.  This should be checked for accuracy, for example whether contact and affiliation details are up to date and your name is spelled correctly, and then returned to us electronically. If there is a reason why you can’t assign copyright to us, you should discuss this with your journal content editor. You will find their contact details on the editorial team section above.

Proofing and typesetting

Once we have received your completed licence form, the article will pass directly into the production process. We will carry out editorial checks, copyediting, and typesetting and then return proofs to you (if you are the corresponding author) for your review. This is your opportunity to correct any typographical errors, grammatical errors or incorrect author details. We can’t accept requests to rewrite texts at this stage.

When the page proofs are finalised, the fully typeset and proofed version of record is published online. This is referred to as the EarlyCite version. While an EarlyCite article has yet to be assigned to a volume or issue, it does have a digital object identifier (DOI) and is fully citable. It will be compiled into an issue according to the journal’s issue schedule, with papers being added by chronological date of publication.

How to share your paper

Visit our author rights page  to find out how you can reuse and share your work.

To find tips on increasing the visibility of your published paper, read about  how to promote your work .

Correcting inaccuracies in your published paper

Sometimes errors are made during the research, writing and publishing processes. When these issues arise, we have the option of withdrawing the paper or introducing a correction notice. Find out more about our  article withdrawal and correction policies .

Need to make a change to the author list? See our frequently asked questions (FAQs) below.

Frequently asked questions

• Lerong He State University of New York at Geneseo - USA [email protected]
• Jay J. Janney University of Dayton - USA [email protected]

Editorial Assistant

• Chunghui Kuo Individual researcher - USA [email protected]
• Chloe Campbell Emerald Publishing - UK [email protected]

Journal Editorial Office (For queries related to pre-acceptance)

• Shrushti Gupta Emerald Publishing [email protected]

Supplier Project Manager (For queries related to post-acceptance)

• Nitesh Shetty Emerald Publishing [email protected]

Editorial Advisory Board

• Steven H. Appelbaum John Molson School of Business, Concordia University - Canada
• Elisa Arrigo University of Milano-Bicocca - Italy
• Muhammad Awais Bhatti King Faisal University - Saudi Arabia
• Timothy Bartram RMIT University - Australia
• Gary Chaison Graduate School of Management, Clark University - USA
• Stewart Clegg University of Technology Sydney - Australia
• James J Cordeiro Department of Business Administration & Economics, SUNY at Brockport - USA
• Matteo Cristofaro University of Rome Tor Vegata - Italy
• J. Barton Cunningham University of Victoria - Canada
• Alison Dean Newcastle Business School - Australia
• Behnam Fahimnia University of Sydney - Australia
• Piyali Ghosh Indian Institute of Management Ranchi - India
• Anna Graziano Link Campus University - Italy
• Maria Hayu Agustini Soegijapranata Catholic University - Indonesia
• Barry Hettler Ohio University - USA
• Faizul Huq College of Business, Ohio University - USA
• Peter Jones University of Gloucestershire Business School - UK
• Boris Kabanoff School of Management, Queensland University of Technology - Australia
• Anastasia Katou University of Macedonia - Greece
• Lisa A Keister Duke University - USA
• Sascha Kraus Free University of Bozen-Bolzano - Italy
• Darren Lee-Ross James Cook University - Australia
• Frank Lefley University of Hradec Králové - Czech Republic
• Laura Meade M J Neeley School of Business, Texas Christian University - USA
• Boniface Michael California State University, Sacramento - USA
• Armando Papa University of Salerno - Italy
• R D Pathak School of Social & Economic Development, The University of South Pacific - Fiji
• Ken Peattie Cardiff University - UK
• Rajesh K. Pillania Management Development Institute, Gurgaon - India
• Abdul A. Rasheed University of Texas at Arlington - USA
• Elena Revilla Instituto de Empresa - Spain
• Hazel Rosin York University - Canada
• Kanti Saini NL Dalmia Institute of Management Studies and Research - India
• Joseph Sarkis Worcester Polytechnic Institute, USA
• Tara Shankar Shaw Indian Institute of Technology, Bombay - India
• Clive Smallman University of Western Sydney - Australia
• R P Sundarraj Indian Institute of Technology Madras - India
• Srinivas Talluri Eli Broad Graduate School of Management, Michigan State University - USA
• Vas Taras University of North Carolina at Greensboro - USA
• Greg Teal School of Management, University of Western Sydney - Australia
• Diego Vazquez-Brust University of Portsmouth, Portsmouth Business School - UK
• Karen Yuan Wang School of Management, University of Technology, Sydney - Australia
• Cherrie Jiuhua Zhu Monash University - Australia

Citation metrics

CiteScore 2023

Further information

CiteScore is a simple way of measuring the citation impact of sources, such as journals.

Calculating the CiteScore is based on the number of citations to documents (articles, reviews, conference papers, book chapters, and data papers) by a journal over four years, divided by the number of the same document types indexed in Scopus and published in those same four years.

For more information and methodology visit the Scopus definition

CiteScore Tracker 2024

(updated monthly)

CiteScore Tracker is calculated in the same way as CiteScore, but for the current year rather than previous, complete years.

The CiteScore Tracker calculation is updated every month, as a current indication of a title's performance.

2023 Impact Factor

The Journal Impact Factor is published each year by Clarivate Analytics. It is a measure of the number of times an average paper in a particular journal is cited during the preceding two years.

For more information and methodology see Clarivate Analytics

5-year Impact Factor (2023)

A base of five years may be more appropriate for journals in certain fields because the body of citations may not be large enough to make reasonable comparisons, or it may take longer than two years to publish and distribute leading to a longer period before others cite the work.

Actual value is intentionally only displayed for the most recent year. Earlier values are available in the Journal Citation Reports from Clarivate Analytics .

Publication timeline

Time to first decision

Time to first decision , expressed in days, the "first decision" occurs when the journal’s editorial team reviews the peer reviewers’ comments and recommendations. Based on this feedback, they decide whether to accept, reject, or request revisions for the manuscript.

Data is taken from submissions between 1st June 2023 and 31st May 2024

Acceptance to publication

Acceptance to publication , expressed in days, is the average time between when the journal’s editorial team decide whether to accept, reject, or request revisions for the manuscript and the date of publication in the journal. 

Data is taken from the previous 12 months (Last updated July 2024)

Acceptance rate

The acceptance rate is a measurement of how many manuscripts a journal accepts for publication compared to the total number of manuscripts submitted expressed as a percentage %

Data is taken from submissions between 1st June 2023 and 31st May 2024 .

This figure is the total amount of downloads for all articles published early cite in the last 12 months

(Last updated: July 2024)

This journal is abstracted and indexed by

• British Library
• Business Source Alumni Edition/Complete/Government Edition/Corporate Plus/Elite/Premier
• Cabell's Directory of Publishing Opportunities is Management and Marketing
• Current Abstracts (EBSCO)
• Emerging Sources Citation Index
• OCLC's Electronic Collections Online
• ReadCube Discover
• TOC Premier (EBSCO)

This journal is ranked by

• Association of Business Schools (ABS) Academic Journal Quality Guide
• ANVUR Class A (Italy)
• Australian Business Deans Council (ABDC) Quality Journal List
• BFI (Denmark)
• Federation of Management Societies of China (FMS)
• JourQUAL 2.1 (Germany)
• NSD (Norway)
• Polish Scholarly Bibliography (PBN)
• QUALIS (Brazil)
• The Publication Forum (Finland)

Reviewer information

Peer review process.

This journal engages in a double-anonymous peer review process, which strives to match the expertise of a reviewer with the submitted manuscript. Reviews are completed with evidence of thoughtful engagement with the manuscript, provide constructive feedback, and add value to the overall knowledge and information presented in the manuscript.

The mission of the peer review process is to achieve excellence and rigour in scholarly publications and research.

Our vision is to give voice to professionals in the subject area who contribute unique and diverse scholarly perspectives to the field.

The journal values diverse perspectives from the field and reviewers who provide critical, constructive, and respectful feedback to authors. Reviewers come from a variety of organizations, careers, and backgrounds from around the world.

All invitations to review, abstracts, manuscripts, and reviews should be kept confidential. Reviewers must not share their review or information about the review process with anyone without the agreement of the editors and authors involved, even after publication. This also applies to other reviewers’ “comments to author” which are shared with you on decision.

Resources to guide you through the review process

Discover practical tips and guidance on all aspects of peer review in our reviewers' section. See how being a reviewer could benefit your career, and discover what's involved in shaping a review.

More reviewer information

Thank you to the 2022 Reviewers of Management Research Review

The publishing and editorial teams would like to thank the following, for their invaluable service as 2022 reviewers for this journal. We are very grateful for the contributions made. With their help, the journal has been able to publish such high...

Thank you to the 2021 Reviewers of Management Research Review

The publishing and editorial teams would like to thank the following, for their invaluable service as 2021 reviewers for this journal. We are very grateful for the contributions made. With their help, the journal has been able to publish such high...

Literati awards

Management Research Review - Literati Award Winners 2023

We are pleased to announce our 2023 Literati Award winners. Outstanding Paper From conventional to digital leadership: explo...

Management Research Review - Literati Award Winners 2022 

We are pleased to announce our 2022 Literati Award winners. Outstanding Paper Arresting fake news sharing on...

Management Research Review - Literati Award Winners 2021

We are pleased to announce our 2021 Literati Award winners. Outstanding Paper Virtuous leadership: a source ...

Management Research Review (MRR) publishes high-quality quantitative and qualitative research in the field of general management with a viewpoint to emphasize executive and managerial practice implications.

Aims and scope

Management Research Review (MRR) publishes a wide variety of articles outlining the latest management research. We emphasize management implications from multiple disciplines. We welcome high-quality empirical and theoretical studies, literature reviews, and articles with important tactical implications.

Published 12 times a year, the journal prides itself on quick publication of the very latest research in general management. The key issues featured include:

• Business Ethics and Sustainability
• Corporate Governance
• Entrepreneurship and Small Business Management
• Industrial Relations
• Knowledge and Innovation Management
• International Business
• Human Resource Management
• Management in Practice
• Marketing Management
• Organizational Behavior
• Organizational Theory
• Production and Operations Management
• Strategic Management
• General Management
• Other Management Related Topics

Latest articles

These are the latest articles published in this journal (Last updated: July 2024)

Multilevel study of transformational leadership and work behavior: job autonomy matters in public service

The role of perceived knowledge on key brand community constructs of trust, involvement and engagement, unveiling the potential of perceived authentic leadership to enhance followers' moral intentions: a self-determination theory perspective, top downloaded articles.

These are the most downloaded articles over the last 12 months for this journal (Last updated: July 2024)

Framework for sustainable value creation: a synthesis of fragmented sustainable business model literature

High-performance work systems and firminnovation: themoderating role of digital technology and employee participation. evidence fromeurope, driving sustained work engagement- moderating role of leadership and organizational support for remote work.

These are the top cited articles for this journal, from the last 12 months according to Crossref (Last updated: July 2024)

Start-up sustainability: Does blockchain adoption drives sustainability in start-ups? A systematic literature reviews

The human side of entrepreneurship: an empirical investigation of relationally embedded ties with stakeholders.

This journal is aligned with our responsible management goal

We aim to champion researchers, practitioners, policymakers and organisations who share our goals of contributing to a more ethical, responsible and sustainable way of working.

Related journals

This journal is part of our Business, management & strategy collection. Explore our Business, management & strategy subject area to find out more.  

See all related journals

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• Academics & Research
• Proposal Management
• Release Notes

Version 7.6 Release Notes

Also in proposal management.

• Getting Started
• Proposal Management Access
• System Workflow
• Research Unit Liaisons
• Reference Materials

The eResearch Proposal Management system (eRPM) was updated with several enhancements and bug fixes to Version 7.6 on August 19, 2024. 

For Unit Research Administrators

• 1.5 : Enter Award ID for any Renewal, Continuation, Supplement Request, or Subsequent PAF for an existing AWD.

Friend Accounts no longer permitted

All eRPM users must log in using a U-M uniqname and UMICH password. If a non-UM, external party requires access to eRPM, an existing eRPM user (e.g., PI & Project Team member or Unit Reviewer) can add the individual to eRPM after requesting and obtaining a sponsored affiliate account, via the sponsor system . 

• Existing friend accounts on eRPM records are gradually being transitioned over to sponsored accounts as appropriate.
• If a faculty member previously used a friend account to access eRPM and now has a uniqname and password, submit an ITS Service request for the eRPM team to merge account data. If the faculty member initially started with a Sponsored account, then no action is needed.
• The Create Account page has updated information about sponsored affiliate accounts.
• You can no longer search for and add persons with friend accounts (non-UM email address) to projects as Project Team Members, Department Approvers, Reviewers, or Notifiers. 

For Central Offices

Office of research and sponsored projects (orsp).

Several reporting efficiency improvements and bug fixes

Conflict of Interest (COI) Office

Revised the outside activities, relationships, and interests  question on the Change Conflict of Interest and investigator signature activities for Sign PAF, Sign SUBK, Sign UFA, Approve ACR, and Sign ACR.

Research Information Security Oversight (RISO)

• Added an Initial Response Date to the Update Security Review activity for reporting purposes.
• New tables in eRPM will centrally house data needed for federal agency reporting (e.g., NSF and Department of Education).

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Latest Earthquakes |    Chat Share Social Media  

Wildfire and Extreme Rain Intensify Erosion and Sediment Flow, USGS-led Study Shows

In a warming climate, increased wildfire activity coupled with extreme rain events is causing significant erosion, leading to heightened sediment flow in rivers. This phenomenon has critical implications for water resource management and infrastructure maintenance.

A recent study led by scientists at USGS characterizes the magnitude of sediment production in watersheds affected by such events, focusing on the Carmel River watershed on the central California coast.

The study aimed to quantify the sediment generated by wildfire followed by extreme rain and flooding. By measuring the volume of sediment deposited within a reservoir fed by the Carmel River watershed, researchers could assess the rate of sediment export post-fire and flood. Their findings indicated that the sediment production rate following these events was significantly higher than the long-term average for the region.

This surge in sediment poses challenges for water systems and infrastructure. Sediment accumulation in reservoirs reduces their storage capacity, and excessive post-fire sediment runoff can hinder the operation of water systems as well as damage roads and infrastructure. Therefore, understanding sediment dynamics in the wake of wildfire and extreme weather is crucial for effective resource management and infrastructure protection.

Read a related press release: Erosion following wildfire has increased in California since 1984

To validate their observations, the scientists compared their results with predictions from the Water Erosion Prediction Project (WEPP) model. They found that the model accurately forecasted the amount of sediment that would be produced, demonstrating its utility in predicting erosion outcomes in similar environments.

These findings are particularly relevant for regions with Mediterranean-type climates such as coastal California, characterized by wet winters and dry summers, where steep watersheds are common. The study underscores the importance of preparing for increased sediment flow due to climate-induced changes in wildfire and precipitation patterns.

By providing a clearer understanding of sediment dynamics post-wildfire and extreme rain, this research offers valuable insights for managing the impacts of climate change on water resources and infrastructure, and can inform strategies to mitigate the adverse effects of increased erosion and sediment transport in vulnerable watersheds. 

Read the study, Post-Fire Sediment Yield From a Central California Watershed: Field Measurements and Validation of the WEPP Model , in Earth and Space Science .

Related Content

Landscape Response to Disturbance

Erosion following wildfire has increased in california since 1984.

In a first-of-its-kind study, scientists compiled one year’s worth of soil and sediment erosion quantities occurring after large California wildfires...

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