Propose a Special Issue

Propose a Special Issue

Special issues may be an effective way to draw attention to specific topics in the field of technical communication. Technical Communication aims to publish one or two special issues every year.  Experienced researchers and or practitioners are welcome to propose, organize, and guest edit special issues around topics of their interest and expertise.

Proposals

Proposals for special issues can be submitted to the editor-in-chief (Dr. Sam Dragga) throughout the year. Proposals should include the following elements:

  • Autobiographical information about the guest editor(s), which highlights their connection to the proposed theme of the special issue (max. 200 words per guest editor).
  • A working title of the special issue.
  • A description of the special issue theme, including its aims and scope, and its practical and academic relevance (max. 1000 words).
  • A listing of specific topics that may be covered by the special issue.
  • An indication of the viability of the special issue, in terms of potential authors.
  • A tentative timeline.
  • Contact information of the guest editor(s).

Procedure for Proposing a Special Issue

After receiving a proposal for a special issue, the editor-in-chief will acknowledge receipt and send the proposal to the editorial advisory board for advice. On the basis of the recommendations given by the editorial advisory board, the editor-in-chief will decide on the special issue proposal. The final decision may also contain specific recommendations  for the special issue (e.g., specific topics to be included, authors that may be approached). The editor-in-chief and the guest editors decide on a suitable timeline for the special issue. The guest editors then prepare a call for papers, which will be posted on the Technical Communication Web site, and distributed to other relevant channels.

Procedure for Articles Submitted for a Special Issue

Articles in a special issue may be invited to openly submitted. The procedure consists of two steps. First, potential authors are encouraged to submit an article proposal (max. 400 words) to the guest editors. The article proposals are reviewed for their academic and practical relevance and their potential contribution to the special issue. Based on the reviews, a selection of potentially strong contributions is made. The authors of these proposals are invited to submit a full article for review. Second, the selected articles undergo the same process of peer review as the articles in regular journal issues.

Technical Communication Special Issue: “Emerging forms of Project Management in Technical and Professional Communication”

Special Issue Editors
Benjamin Lauren
Michigan State University
blauren@msu.edu

Joanna Schreiber
Georgia Southern University
jschreiber@georgiasouthern.edu

Overview

Recently, scholarship in technical and professional communication (TPC) has examined economic and structural transformations that have influenced how projects are being managed at different workplaces. For instance, the near ubiquitous use of information communication technologies (ICTs) has brought on “the rise of networked organizations” (Rainie and Wellman, 2012) which has contributed to decentralized team structures (Spinuzzi, 2015), and changing production cycles and processes (Dubinksy, 2015). Furthermore, these changes have influenced how we define our values as field and the career paths available to us (e.g., St.Amant and Meloncon, 2016: Brumberger and Lauer, 2015). Unfortunately, lost in conversations about these large-scale changes are discussions about project management (PM). Dicks (2013) has argued, despite being “critically important” to TPC, PM lacks a “dedicated” body of research in the field. A review of the literature in TPC in the last ten years since JoAnn Hackos’ (2007) Information Development seems to support this claim.

In a recent integrative literature review we conducted on PM in TPC, we found two apparent themes in both academic and practitioner accounts:

  1. 1. PM is often presented as an adjacent practice to other concepts or practices (e.g., content management, leadership, or collaboration), instead of grounding such practices together theoretically (e.g., providing a framework for related concepts like collaboration, leadership, interpersonal communication, and teamwork) and contextually (e.g., contextualizing relationships between several related workplace practices and structures like information management and management philosophies); and,
  1. 2. PM is described or discussed primarily in terms of skills (e.g., as a necessary skill or as something requiring particular skills) and relationships (e.g., how it relates to teams, collaboration, intercultural communication, communication theory, and educating people).

Our themes suggest what Dicks (2013) argued: TPC has regularly studied circumstances that influence how projects get managed, but rarely PM itself. In much of the existing scholarship, we are in danger of treating PM as a fixed process or a mere skillset—a method—as if it is devoid of methodology and epistemology. But we assert that PM methodologies, as John Law (2004) reminds us, make arguments about how knowledge is created, and so they are political and contribute in tangible ways to people’s experiences at work.

Given the (lack of) research on PM, one useful area that TPC might contribute to is emerging forms of PM. As more organizations assemble cross-functional teams staffed with TPCs and adopt Agile, SCRUM, Lean, SixSigma—or perhaps some combination of these—we might examine how emerging methods influence workplace experiences. As well, TPC might argue for more rhetorically-grounded approaches to PM in the field (e.g., Kampf, 2006) to counter the effects of emerging methods on individuals, teams, and customers (e.g., see Carliner, 2012; Dicks, 2010; Walton, 2013). Finally, research on PM might also give useful insight into essential questions raised about the role of TPCs as they contribute to cross-functional teams (Hart and Conklin, 2006).

In this special issue, we hope to address the empirical research gap on PM in TPC that Dicks (2013) identified and publish articles exclusively focused on emerging PM methods in TPC. We invite proposals that engage with one or more of the below questions. We also invite proposals that focus on emerging forms of PM beyond the questions identified here.

 

Questions to consider for this special issue:

  • How can TPC participate in shaping emerging forms of PM? How has it already?
  • How does emerging methods of PM and organizational networks influence how TPC work is practiced, particularly by distributed teams?
  • What questions of inclusivity on project teams are raised by emerging methods of PM?
  • How is TPC work impacted by emerging PM frameworks, systems, and theories?
  • In what ways do emerging methods affect the industry/academy relationship of TPC?
  • What rhetorical theories and frameworks can TPC offer emerging PM methods?
  • How can/should feminist theory inform emerging PM frameworks and approaches?
  • How do emerging PM methods influence team workflow?
  • How might TPC theorize soft skills like leadership and collaboration in relation to PM?
  • What is the interplay between emerging PM methods and entrepreneurship?
  • How does PM approaches intersect and/or influence work in healthcare and medicine?
  • What roles does PM have in enacting social justice in the workplace?
  • What methodological approaches should/might be used to study project management (e.g., participatory action research, etc.)?
  • How does emerging PM work in non-profit contexts?
  • What is the relationship between emerging PM and digital governance?
  • How do post-Agile PM methods function? Is Agile still relevant?
  • What is the future of research in PM in TPC?
  • How might TPCs engagement with emerging forms of PM influence organizational culture?

Proposal Instructions

Proposals should be no more than 400 words in length and are due by Sunday, 9 April. Completed proposals or questions can be sent to Guest Editor Ben Lauren: blauren@msu.edu

Proposals should include:

  • The submitter’s name, affiliation, and email address
  • A provisional, descriptive title for the proposed article
  • A summary of the topic/focus of the proposed article, including a description of methods used
  • An explanation of how the proposed topic/focus connects to the theme of the issue
  • An overview of the structure/organization of the proposed article (i.e., how the author will address the topic within the context of the proposed article)

Timeline

 

Date

 

Action

 

April 1, 2017

 

Deadline for authors submit proposals

 

May 1, 2017

 

Proposal acceptance notifications are emailed to authors

 

August 15, 2017

 

Authors submit first draft of manuscripts

 

October 1, 2017

 

Reviews sent to authors

 

January 1, 2018

 

Authors submit final manuscripts

 

February 15, 2018

 

Editors submit final revised manuscripts for copyediting

 

 

 

Published Special Issues (since 2006)

Special Issue “Exchanging Research among Academics and Practitioners”
Guest editor: Michael J. Albers
Volume 63, issue 4 (2016)

Special Issue “Contexts of Technical Communication”
Guest editor: Kirk St.Amant
Volume 62, issue 4 (2015)

Special Issue “Technical Communication: How a Few Great Companies Get it Done”
Guest editor: Miles Kimball
Volume 62, issue 2 (2015)

Special issue “Sustainable Practices for Developing a Body of Knowledge”
Guest editor: Hillary Hart and Craig Baehr
Volume 60, issue 4 (2013)

Special issue “Professionalization of Technical Communication: Zeitgeist for Our Age
Guest editor: Nancy W. Coppola
Volume 58, issue 4 (2011) and volume 59, issue 1 (2012)

Special issue “Legal Issues in Global Contexts: Reconsidering Content in an Age of Globalization”
Guest editors: Kirk St.Amant and Martine Courant Rife
Volume  57, issue 3 (2010)

Special issue “Qualitative Research in Technical Communication”
Guest editor: James Conklin
Volume 55, issue 4 (2008)

Special issue “3D Virtual Worlds and Technical Communication: One More Tool in the Kit”
Guest editor: Sean D. Williams
Volume 55, issue 3 (2008)

Special issue “Acknowledging Complexity: Rethinking Program Review and Assessment in Technical Communication”
Guest editors: Kirk St.Amant and Cindy Nahrwold
Volume 54, issue 4 (2007)

Special section “Information Architecture”
Guest editors: Andrea L. Ames and Michelle Corbin
Volume 54, issue 1 (2007)

Special issue “Accessibility”
Guest editors: Gail Lippincott and Kathryn Riley
Volume 53, issue 1 (2006)