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Publisher: Emerald   (Total: 309 journals)

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J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.759, h-index: 34)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.656, h-index: 35)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 7, SJR: 0.221, h-index: 2)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 3)
J. of Organizational Change Management     Hybrid Journal   (Followers: 21, SJR: 0.403, h-index: 37)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 2)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 6)
J. of Place Management and Development     Hybrid Journal   (Followers: 2, SJR: 0.419, h-index: 1)
J. of Product & Brand Management     Hybrid Journal   (Followers: 6, SJR: 0.383, h-index: 22)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 4, SJR: 0.474, h-index: 12)
J. of Public Mental Health     Hybrid Journal   (Followers: 18, SJR: 0.151, h-index: 3)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.851, h-index: 29)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6, SJR: 0.544, h-index: 8)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 11)
J. of Risk Finance, The     Hybrid Journal   (Followers: 9)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 2, SJR: 0.249, h-index: 3)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 1.162, h-index: 14)
J. of Services Marketing     Hybrid Journal   (Followers: 11, SJR: 1.069, h-index: 31)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 13, SJR: 0.289, h-index: 20)
J. of Social Marketing     Hybrid Journal   (Followers: 8, SJR: 0.662, h-index: 7)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 3)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 6, SJR: 0.547, h-index: 18)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.298, h-index: 22)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 19, SJR: 0.521, h-index: 20)
Leadership in Health Services     Hybrid Journal   (Followers: 21, SJR: 0.319, h-index: 10)
Library Hi Tech     Hybrid Journal   (Followers: 1134, SJR: 0.926, h-index: 19)
Library Hi Tech News     Hybrid Journal   (Followers: 763, SJR: 0.442, h-index: 8)
Library Management     Hybrid Journal   (Followers: 862, SJR: 0.948, h-index: 12)
Library Review     Hybrid Journal   (Followers: 771, SJR: 0.573, h-index: 11)
Management Decision     Hybrid Journal   (Followers: 6, SJR: 1.423, h-index: 34)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 14)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 3)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 13)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 19)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 8, SJR: 0.72, h-index: 28)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.354, h-index: 24)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.438, h-index: 13)
Meditari Accountancy Research     Hybrid Journal   (Followers: 1)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 19, SJR: 0.211, h-index: 4)
Mental Health Review J.     Hybrid Journal   (Followers: 14, SJR: 0.191, h-index: 2)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.331, h-index: 14)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0.236, h-index: 5)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.245, h-index: 7)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 682, SJR: 0.746, h-index: 13)
Nutrition & Food Science     Hybrid Journal   (Followers: 8, SJR: 0.183, h-index: 10)
OCLC Systems & Services     Hybrid Journal   (Followers: 258, SJR: 0.378, h-index: 12)
On the Horizon     Hybrid Journal   (SJR: 0.398, h-index: 12)
Online Information Review     Hybrid Journal   (Followers: 305, SJR: 0.712, h-index: 30)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 5, SJR: 0.387, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 8, SJR: 0.876, h-index: 36)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.322, h-index: 21)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 10, SJR: 0.486, h-index: 22)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 381, SJR: 0.554, h-index: 14)
Property Management     Hybrid Journal   (Followers: 1, SJR: 0.304, h-index: 9)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.365, h-index: 18)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.254, h-index: 3)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 4)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 6)
Quality Assurance in Education     Hybrid Journal   (Followers: 4, SJR: 0.665, h-index: 19)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 31, SJR: 0.239, h-index: 11)
Rapid Prototyping J.     Hybrid Journal   (Followers: 2, SJR: 0.928, h-index: 41)
Records Management J.     Hybrid Journal   (Followers: 12, SJR: 0.275, h-index: 9)
Reference Reviews     Hybrid Journal   (Followers: 8)
Reference Services Review     Hybrid Journal   (Followers: 27, SJR: 1.599, h-index: 16)
Research on Economic Inequality     Hybrid Journal   (Followers: 4, SJR: 0.232, h-index: 8)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.186, h-index: 6)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.125, h-index: 2)
Review of Marketing Research     Hybrid Journal   (Followers: 12, SJR: 0.518, h-index: 3)
Safer Communities     Hybrid Journal   (Followers: 1, SJR: 0.338, h-index: 4)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.257, h-index: 21)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 7)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 1, SJR: 0.228, h-index: 4)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 3, SJR: 0.303, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 5)
Strategic Direction     Hybrid Journal   (SJR: 0.112, h-index: 4)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 18, SJR: 0.209, h-index: 15)
Structural Survey     Hybrid Journal   (SJR: 0.285, h-index: 9)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 5)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 8, SJR: 1.628, h-index: 56)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.355, h-index: 4)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.283, h-index: 11)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 211, SJR: 0.349, h-index: 6)
The Electronic Library     Hybrid Journal   (Followers: 912, SJR: 0.799, h-index: 23)
The Learning Organization     Hybrid Journal   (Followers: 6, SJR: 0.433, h-index: 20)
The TQM J.     Hybrid Journal   (Followers: 2, SJR: 0.712, h-index: 35)
Therapeutic Communities : The Intl. J. of Therapeutic Communities     Hybrid Journal   (SJR: 0.149, h-index: 10)

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Journal Cover   Supply Chain Management: An International Journal
  [SJR: 1.628]   [H-I: 56]   [10 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1359-8546
   Published by Emerald Homepage  [309 journals]
  • Resource-efficient supply chains: a research framework, literature review
           and research agenda
    • Authors: Aristides Matopoulos, Ana Cristina Barros, J.G.A.J. (Jack) van der Vorst
      Pages: 218 - 236
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, Page 218-236, March 2015. Purpose – The study aims to define a research agenda for creating resource-efficient supply chains (RESCs) by identifying and analysing their key characteristics as well as future research opportunities. Design/methodology/approach – We follow a systematic review method to analyse the literature and to understand RESC, taking a substantive theory approach. Our approach is grounded in a specific domain, the agri-food sector, because it is an intensive user of an extensive range of resources. Findings – The review shows that works of literature has looked at the use of resources primarily from the environmental impact perspective. There is a need to explore whether or not and how logistics/supply chain decisions will affect the overall configuration of future food supply chains in an era of resource scarcity and depletion and what the trade-offs will be. Research limitations/implications – The paper proposes an agenda for future research in the area of RESC. The framework proposed along with the key characteristics identified for RESC can be applied to other sectors. Practical implications – Our research should facilitate further understanding of the implications and trade-offs of supply chain decisions taken on the use of resources by supply chain managers. Originality/value – The paper explores the interaction between supply chains and natural resources and defines the key characteristics of RESC.
      Citation: Supply Chain Management: An International Journal
      PubDate: Fri, 06 Mar 2015 11:42:55 GMT
      DOI: 10.1108/SCM-03-2014-0090
  • Managing a variable acute patient flow – categorising the strategies
    • Authors: Olle Olsson et al
      First page: 113
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose To explore if actions used at a hospital to manage a variable acute patient flow can be categorised using the concepts of lean, agile and leagile. Design/methodology/approach Empirical evidence from a university hospital was gathered by interviews, internal documents, shadowing and participation in meetings. Identified actions used at both hospital and departmental level are categorised as lean or agile, while combinations of actions are compared with different leagile approaches. Findings Actions from every lean and agile category derived from literature are used at the hospital, however in varying extent. Many agile actions are reactive, indicating a lack of proactive measures. Actions that directly manage external variation are also few in numbers. Leagile approaches of all three combinations derived from literature are also used at the hospital. Research limitations/implications Since a single case study is used empirical generalization to other hospitals cannot be deduced. Future research assessing the appropriateness of different actions for managing a variable acute patient flow is encouraged. Practical implications The use of actions within both lean and agile categories indicate the possibility of combining these process strategies in hospitals, and not only focusing on implementing lean. By cleverly combining lean and agile actions, leagile approaches can be formed. Originality/value The use of lean in healthcare has been a topic of research, while the use of agile has been sparsely research, as well as the combination of the two.
      PubDate: Thu, 19 Feb 2015 14:05:56 GMT
      DOI: 10.1108/SCM-06-2014-0203
  • Collaborative firms managing perishable products in a complex supply
           network: an empirical analysis of performance
    • Authors: Juan Carlos Perez Mesa et al
      First page: 128
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose This article provides empirical evidence of how cooperation is related to suppliers’ performance, a relationship that is thought to be affected by the type of customer and the extent to which the market is diversified. It analyzes horticultural exporting firms in southeastern Spain, which are the main suppliers of European markets. Together with their primary customers (large-scale retail companies such as Carrefour, Tesco and Aldi), these firms constitute a complex supply network composed of a variety of agents and sales channels. This network will be studied from the perspective of the supplier-supplier relationship that is critical to their survival. Design/methodology/approach Starting with a detailed description of Europe’s vegetable supply chain, a hierarchical regression is used with an index of cooperation intensity, moderated by retail sales and market concentration. We test the hypotheses using panel data on a set of 118 horticultural marketing firms in southeast Spain for the period 2009-2011. Findings Cooperation strategies are shown to have positive effects on performance (market creation, promotion, quality, training, joint supply purchases and research ventures). Moreover, the retail channel and market diversification are observed to have a positive effect on the relationship between cooperation and the supplier’s performance. They demonstrate that active cooperation strategies have a greater bearing on performance in those firms whose primary customers are retailers. This circumstance provides evidence of the synergies and benefits that may arise when the supplier integrates the retailer in the supply chain, but which do not arise with other types of customers. Research limitations/implications Although this study refers to a specific sector (fruits and vegetables) and the statistical results are limited, they provide insights that may assist in understanding how other perishable produce-related industries work: such industries share many common features. Practical implications A more stable relationship between suppliers and retailers in the perishable produce market will render the supply firm more cooperative, competitive and profitable. Increased performance does not arise from the better conditions and improved sales power offered by the customer but instead from the adaptability of the supplier. Likewise, market diversification drives the supply firm toward a cooperative strategy, making it more profitable and competitive. As a practical norm, market diversification alone will not have positive results on performance unless the firm proves capable of enhancing its capacity for cooperation. Originality/value This article defends the supplier-supplier relationship as the starting point for the analysis of a supply network. In certain sectors, the suppliers’ ability both to solve their clients’ problems and to be profitable is conditioned on maintaining the network and therefore, the basic focus must center on analyzing their relationships, always including the customer, who has a direct or indirect influence on those relationships. Previous research has not comprehensively addressed this issue, let alone that of a sector with agile and perishable products in which, due to its nature, decision-making about market destinations and sales channels is the order of the day.
      PubDate: Thu, 19 Feb 2015 14:05:51 GMT
      DOI: 10.1108/SCM-06-2014-0185
  • “A nuanced view on supply chain integration: a coordinative and
           collaborative approach to operational and sustainability performance
    • Authors: Frank Wiengarten et al
      First page: 139
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose This paper reports the results of an empirical study examining the operational, environmental and social sustainability performance impact of supply chain integration (SCI) width and depth in the form of coordinative and collaborative SCI. Design/methodology/approach A questionnaire was sent to operations managers located in India. The data collection effort was part of the International Manufacturing Strategy Survey (IMSS VI). Following the approaches by Frohlich and Westbrook (2001) and Schoenherr and Swink (2012) cluster analysis and ANCOVA methods were conducted. Findings This study supports previous studies proposing that wider SCI including customers and suppliers positively impact on performance. We also shed light on previous contradictory results illustrating that different level of SCI depth (i.e., coordinative and collaborative practices) lead to different operational and sustainability performance outcomes. Thus, challenging the view of the general SCI-performance improvement hypothesis. Originality/value Although research on SCI has advanced over the past years, there is still controversy about the SCI-performance relationship. Through considering SCI depth in term of coordinative and collaborative practices we provide a more nuanced view on its potential performance benefits. Therefore, this paper will be beneficial for supply chain managers considering SCI and future supply chain management research.
      PubDate: Thu, 19 Feb 2015 14:14:56 GMT
      DOI: 10.1108/SCM-04-2014-0120
  • Buyer’s dependence in value creating supplier relationships
    • Authors: Anni-Kaisa Kähkönen et al
      First page: 151
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose Power and dependence provide specific insights into the supplier relationship management and value creation in supply chains. The objective of this paper is to examine what kind of supplier relationship management activities can be seen as value-creating activities and how those might affect the buyer’s dependence on its suppliers. Design/methodology/approach The study utilizes a survey data with 165 cases collected in Finland. The concepts are tested by means of regression analysis. Findings The findings of the study indicate that the value creating activities of inter-firm learning and early supplier involvement increase buyer’s dependence, but a supplier orientation does not have similar effects. Practical implications The results have implications for supply chain managers and practitioners in terms of shedding light on the approaches of dependence and value creation at the same time. Managers need to understand the factors that create dependence but which also have a substantial influence on value creation in supply chains and networks. Originality/value The literature review reveals that the supply chain situations in which the supplier is strategically important and its role in the value creation process is significant, and when the buyer is dependent on the supplier, have rarely been discussed. Moreover, by focusing on the supplier relationship management activities that can be seen as value creating activities and by combining this to the dependence perspective, this study aims to narrow the research gap identified from the previous research.
      PubDate: Thu, 19 Feb 2015 14:06:04 GMT
      DOI: 10.1108/SCM-02-2014-0062
  • Sustainability in food service supply chains: future expectations from
           European industry experts toward the environmental perspective
    • Authors: Inga-Lena Darkow et al
      First page: 163
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose Food supply chains operate in complex and volatile business environments, where the sustainability requirements of customers and legislation are increasing. This challenging situation gives rise to the question as to how a logistics company can achieve and sustain competitive advantage through environmentally-oriented sustainability. Design/methodology/approach This empirical study gathers insights on emerging practices in European food service supply chains from two parallel Delphi surveys conducted with 145 industry experts from 27 countries. The long-term industry expectations of a leading provider in food service logistics are compared with an industry-wide external panel. The questions were designed to understand how managers perceive the emerging domain of sustainability in supply chains. Findings Environmentally-oriented sustainability will remain a key driver of success in the field. However, applying the dominant logic concept for analyzing results it becomes apparent that managers have to continuously challenge internal existing expectations in order to translate an emerging domain into strategy. We show, how the senior management team under investigation was challenged in its dominant logic and how it tried to overcome this situation during strategy development. Originality/value The study shows how managers perceive and cope with the emerging domain of environmentally-oriented sustainability, how they translate it into strategy, and utilize resources for creating customer value. The research supports managers in adapting to new competitive environments. Furthermore, the study contributes by visualizing the dominant logic of a firm and the approach of top management for adjustment.
      PubDate: Thu, 19 Feb 2015 14:06:00 GMT
      DOI: 10.1108/SCM-03-2014-0087
  • Barriers to implementing reverse logistics in South Australian
           construction organisations
    • Authors: Nicholas Chileshe et al
      First page: 179
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose Despite the extensive research on forward logistics and reverse logistics (RL), there is a paucity of studies that examine the barriers to implementing RL particularly within the Australian construction industry. This study builds on the ongoing research being undertaken by the authors, entitled “Designing for reverse logistics (DfRL) within the building life cycle: practices, drivers and barriers”, which is examining the best practices and drivers that could be used as a ‘road map’ for developing appropriate solutions for the successful implementation of reverse logistics (RL). This paper presents a survey of the perceptions of the barriers to implementing RL practices in South Australian (SA) construction organisations. Design/methodology/approach Data were collected by utilising a triangulated data collection approach, a literature review and 49 questionnaires. The review of the literature identified 16 barriers to implementing reverse logistics (RL). The quantitative survey data were subjected to descriptive and inferential statistics with correlation analysis to examine the relationships between different pairs of variables comprising RL’s critical barriers. Findings The following barriers were indicated as most significant: “(i) lack of incorporation of salvaged materials by designers; (ii) regulation restrictions to usage of recovered materials and components; (iii) potential legal liabilities; (iv) higher costs; and (v) longer time association with deconstructing buildings”. The least ranked barriers were mostly drawn from the operational and industrial categories as being: (i) organisational lack of support for deconstruction due to incompatible design; (ii) lack of organisational support for deconstructing buildings due to higher health and safety risks; and (iii) inadequate skills and experience for deconstruction (operational). The industrial barrier was related to “higher costs of salvaged materials in comparison to virgin products”. Research limitations/implications Firstly, the reported findings are focused on one study that used questionnaire surveys within the construction industry; therefore, the results may not be generalisable to other contexts. Further studies should be conducted and extended to other industrial sectors beyond the construction industry. Secondly, the quantitative study (n = 49) employed a smaller sample, and the survey items were based on the review of the literature. Practical implications The identified barriers could be used as a ‘road map’ for the development of appropriate solutions for the successful implementation of RL, and to improve the environmental-related decision-making processes of contractors. Originality/value This study makes a contribution to the body of knowledge on the subject of RL within a previously unexplored SA context. In addition, the study provides some insights on the contributory effects of the barriers to the implementation of reverse logistics (RL). It is the first work undertaken to determine the barriers to the adoption of RL within the SA construction industry.
      PubDate: Thu, 19 Feb 2015 14:18:39 GMT
      DOI: 10.1108/SCM-10-2014-0325
  • Coordinating collaboration in contractually different complex construction
    • Authors: Rita Henriikka Lavikka et al
      First page: 205
      Abstract: Supply Chain Management: An International Journal, Volume 20, Issue 2, March 2015. Purpose The study compares the coordination of supply chain networks in contractually different complex construction projects. Design/methodology/approach A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multi-party contract between the parties. The projects were located in the USA. Data was collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews. Findings The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multi-party contract, the dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: 1) organizational design, 2) processes for collaborative work, and 3) integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as co-located working, collaborative decision making in inter-organizational meetings, a liaison role, and shared project goals were needed throughout the projects. Practical implications If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project. Originality/value The study provides understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.
      PubDate: Thu, 19 Feb 2015 14:05:47 GMT
      DOI: 10.1108/SCM-10-2014-0331
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