Editorial

Citation

Heap, J. (2003), "Editorial", Work Study, Vol. 52 No. 1. https://doi.org/10.1108/ws.2003.07952aaa.001

Editorial

I hope that you entered this new year with optimism and confidence. As editor of Work Study, I did. Once more, for this new volume, we have decided to go for evolutionary rather than revolutionary change. The character of Work Study has changed gradually but persistently over the last few years – and it is bigger, too!

As advocates of performance improvement, we have to be conscious of the changing environment in which we operate. In publishing generally, there are many papers, magazines – and even academic journals – that are "scared" of the threat that the Internet poses to print publications. It is a truism to say that every threat offers an opportunity – but that does not stop it being true. Emerald – the publishers of Work Study – long saw the opportunity offered by the Internet and the Web – an opportunity to improve access to appropriate information, and to boost the quality of the service offering.

Thus, Work Study – like most Emerald journals – is no longer a print-only journal. Nor has the print journal been replaced – as in some cases with other publishers – with an Internet-only "e-journal". Both have their place. However, the concept of hybrid journals – involving complementary use of old and new technologies – offers readers the value-added that arises from the blending of the different conveniences of print and Web-based content.

We know from the analysis of the hits received by the Work Study Website that the service is used – and therefore, presumably, is attractive. Some of you may be surprised by this – perhaps you do not read the flyers and the promotional materials that have described the changes that have taken place over the last couple of years. If so, take a look at the Website – and see what it offers. You might be very pleasantly surprised.

You might also realise that constant evolutionary change to what we do and the way in which we do it actually does add up to a revolution. That's the way in which the best productivity movements work – they make regular, ongoing adjustments to processes and procedures; they diagnose when to consolidate and when to move forward; and they take those involved with them. When the organisation looks back, there has been a productivity revolution – by stealth, without much fanfare and relatively painless – but a revolution nevertheless.

Welcome to volume 52.

John Heap