Organizational Aesthetics is about how the five senses and artistry inform business, non-profit, and government organizations. We mean for both terms, aesthetics and organizational, to be understood broadly to include a range of topics. Examples are the use of arts-based methods in organizations, theoretical accounts of aesthetic phenomena in organizations such as beautiful (or grotesque) leadership, and the art about/in/behind organizations. In fact, we hope that authors and artists will take us to places we haven’t even begun to describe here. The content of the journal is organized into four sections: Theory, Practice, Art, and Reviews.

Organizational Aesthetics is an open access, peer-reviewed journal. Submissions to the theory, practice, and art sections go through a double-blind peer review process. For the art pieces, if the submission is accepted, the reviews are also published along side the art work. Organizational Aesthetics does not charge authors a submission fee or an article processing charge.

Theory –This section provides a space to explore theories which inform and enrich our understanding of the aesthetic aspect of organizing and organizations. We realize that the term itself, Organizational Aesthetics, lives at the intersection of many different theoretical bodies; including art history, literary criticism, philosophy of aesthetics, art therapy, critical theory, as well as theories associated with art forms such dance, theatre, music, poetry, fine art and craft. We are particularly interested in explorations of the interplay between the insights afforded by such theoretical perspectives and the experience of organizational aesthetics, as well as the way in which the lived reality of aesthetics within organizations can inform theory.

Practice – The Practice section of Organizational Aesthetics offers a space for accounts of practice at the intersection of art and organization – stories from the field, from inside organizations that offer more of a practitioner focus. While the journal’s Theory section provides a space to explore the theories which inform and enrich our understanding of the aesthetic aspect of organizing and organizations, the Practice section creates a space for the practitioner to illuminate how the arts are actually being engaged in organizations and in the act of organizing. Our intention is that these two, often dichotomized scholarly pursuits of theory and practice, will not be further differentiated. Rather, we hope that a third space of praxis might emerge – a space where we can explore the process by which a theory is enacted or practiced. Organizational Aesthetics will uniquely offer space, for theory and practice to maintain their unique identities; while at the same time, acknowledging what they share in common – the praxis of organizational aesthetics.

Art – This includes works of art that are informed by organizations including poems, short stories, and photo reproductions of works. This might be (but doesn’t have to be) thought of as art as research. We are also keen to receive submissions that offer critical commentary on art exhibitions, live performances and other artistic expressions that somehow impact on the way we conceive of the practice of organizing. These submissions need not be aligned directly to formal organizations but may also include community projects and an assessment of the importance of those events or projects to that community. Thus we aim to link art in its widest sense with organizing in all its facets and manifestations. Submitted works or reproductions will require either an artist statement or commentary to accompany the submission.

Reviews – This includes reviews of books, responses to previously published articles, and commentary on Organizational Aesthetics-related conferences and gatherings. We publish reviews on books that deal directly with aesthetics in organizations, and reviews of books that appear in adjacent fields but that we deem of interest to our readers. Further, we invite responses to the articles that are published in Organizational Aesthetics, and to aesthetics-related articles and special issues published elsewhere. Finally, we invite generative descriptions, evaluation, and commentary on conference and seminar activities that deal directly or indirectly with organizational aesthetics. It is our hope that the Reviews section will be a place for finding the unusual and surprising in reflecting the observations, voices and ideas of our readers.

Organizational Aesthetics is proud to subscribe to the Code of Journal Editor Ethics. For more information, see Editor Ethics. Below is a summary of our key expectations of editors, peer-reviewers, and authors.

Our Editors' responsibilities:

• To act in a balanced, objective and fair way, without discrimination on grounds of gender, sexual orientation, religious or political beliefs, ethnic or geographical origin of the authors.

• To follow reasonable procedures in the event of complaints of an ethical or conflict nature. To give authors a reasonable opportunity to respond to any complaints. All complaints should be investigated no matter when the original publication was approved. Documentation associated with any such complaints will be retained.

Our Reviewers' responsibilities:

• To contribute to the decision-making process, and to assist in improving the quality of the published paper by reviewing the manuscript objectively, in a timely manner.
• To maintain the confidentiality of any information supplied by the editor or author. To not retain or copy the manuscript.
• To alert the editor to any published or submitted content that is substantially similar to that under review.
• To be aware of any potential conflicts of interest (financial, institutional, collaborative or other relationships between the reviewer and author) and to alert the editor to these, if necessary withdrawing their services for that manuscript.

Our Authors' responsibilities:

• To maintain accurate records of data associated with their submitted manuscript, and to supply or provide access to these data, on reasonable request.
• To confirm/assert that the manuscript as submitted is not under consideration or accepted for publication elsewhere. Where portions of the content overlap with published or submitted content, to acknowledge and cite those sources.
• To confirm that all the work in the submitted manuscript is original and to acknowledge and cite content reproduced from other sources. To obtain permission to reproduce any content from other sources.
• Authors should ensure that any studies involving human or animal subjects conform to national, local and institutional laws and requirements and confirm that approval has been sought and obtained where appropriate.
• To declare any potential conflicts of interest (e.g. where the author has a competing interest (real or apparent) that could be considered or viewed as exerting an undue influence on his or her duties at any stage during the publication process).
• To notify promptly the journal editor or publisher if a significant error in their publication is identified. To cooperate with the editor and publisher to publish an erratum, addendum, corrigendum notice, or to retract the paper, where this is deemed necessary.

General Policies about unethical behavior:

• Misconduct and unethical behavior may be identified and brought to the attention of the editor and publisher at any time, by anyone.
• Whoever informs the editor or publisher of such conduct should provide sufficient information and evidence in order for an investigation to be initiated. All allegations will be taken seriously and treated in the same way, until a successful decision or conclusion is reached.
• An initial decision will be taken by the editor-in-chief.
• Evidence will be gathered, while avoiding spreading any allegations beyond those who need to know.
• Minor misconduct may be dealt with without the need to consult more widely. In any event, the author should be given the opportunity to respond to any allegations.
• Serious misconduct might require that the employers of the accused be notified. The editor, in consultation with the publishers will make the decision whether or not to involve the employers, either by examining the available evidence themselves or by further consultation with a limited number of experts.

Possible Outcomes of unethical behavior (in increasing order of severity; may be applied separately or in conjunction)

• Informing or educating the author or reviewer where there appears to be a misunderstanding or misapplication of acceptable standards.
• A strongly worded letter to the author or reviewer covering the misconduct and as a warning to future behavior.
• Publication of a formal notice detailing the misconduct.
• Publication of an editorial detailing the misconduct.
• A formal letter to the head of the author's or reviewer's department or funding agency.
• Formal retraction or withdrawal of a publication from the journal, in conjunction with informing the head of the author or reviewer's department, Abstracting & Indexing services and the readership of the publication.
• Imposition of a formal embargo on contributions from an individual for a defined period.
• Reporting the case and outcome to a professional organization or higher authority for further investigation and action.