Business and Management
Peer-reviewed, open-access evidence synthesis for business and management research.
NEJSR publishes systematic reviews and related evidence-synthesis research across management, project management, organizational studies, accounting, finance, operations, strategy, information systems, human resources, leadership, and related disciplines.
Multiple bodies of evidence, structured and synthesized into a clearer view of management knowledge.
Now accepting submissions
We welcome systematic reviews and related evidence syntheses in business and management.
Journal news
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Upcoming symposium
October 1 and 2, 2026
The symposium brings together academics, scholar-practitioners, project professionals, organizational leaders, and researchers to exchange research findings and professional perspectives related to leadership and project management.
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Monthly roundtable
Third Thursday of each month, 12:00 p.m. to 1:00 p.m. EST
The roundtable provides a recurring forum for academics, scholar-practitioners, project professionals, and organizational leaders to discuss research evidence and its application to project management practice.
Open opportunity
NEJSR invites rigorous systematic reviews and related evidence syntheses across the journal's disciplinary scope.
NEJSR archive
The availability of “Big Data” has given rise to the examination of the use of data in support of organizational decision making. Managers are leveraging the power of analytics to support operations to gain a strategic competitive advantage. Since Big Data is recently being explored, there is little research on what data resources organizations should utilize external to their organizational environment. This paper analyzes different literature, identifies and compiles a list of external sources of data for organizations to utilize. From this analysis, a conceptual framework was developed to understand the data processes involved to give organizations fundamental groundwork to consider external data. The framework - provides decision makers with important external factors they will need to consider in their decision making in order to gain a competitive advantage to compete in a global market.
Leadership style and adoption of sustainable innovation have been the focus of many research studies during the last two decades. There are an increasing number of primary research studies and traditional literature reviews on the subject. Both management researchers and practitioners argue that leadership style plays a key role in sustainable innovation adoption. However, there is no collective body of evidence examining this relationship. This paper is a systematic review of the literature on the relationship between leadership style and sustainable innovation adoption. A thematic analysis of 15 studies randomly selected from a sampling frame of 100 screened and qualified research papers was performed. The analysis revealed that sustainable, strategic, transformational, and transactional leadership are the leadership styles most commonly associated with sustainable innovation adoption, and that strategic and transformational leadership are components of sustainable leadership. The review also found that there are certain factors that moderate the relationship between leadership style and sustainable innovation adoption. These factors include stakeholder engagement, leadership commitment, knowledge management, and organizational culture. In light of these findings, a theoretical framework was proposed, implications for practitioners were defined, and an agenda for future research was provided.
The concept of sustainable project management (SPM) has been the focus of much discussion in both industry debates and empirical research. Many organizations have claimed to adopt SPM practice as a competitive strategy. However, the impact of SPM on firm performance is unknown. The aim of this study was to conduct a systematic review of the literature on the relationship between sustainable project management practices and firm performance. The findings showed that sustainable project management practice has many advantages, including improved competitive advantage and better long term economic performance as measured by long-term profitability, return on assets (ROA), cash flow from operating activities, and better earnings quality. Companies that adopted SPM also reported improved customer satisfaction, lower operating cost in the long-term, better quality performance, increased innovative capabilities, high employee satisfaction, and improved organizational image. The study found evidence that organizational culture, stakeholder engagement, top management commitment, and employee training are important mechanisms that activate the relationship between SPM practices and firm performance. The systematic review revealed the need for further empirical research on sustainable project management practices and organizational performance. There is, in particular, a need to better understand how market dynamics impact SPM implementation. The systematic review also highlighted implications for both executives and project management professionals.
About the journal
The New England Journal of Systematic Reviews is an open-access scholarly journal devoted to systematic reviews and related evidence-synthesis research in business and management. The journal serves researchers, educators, practitioners, and decision makers who need structured assessments of existing evidence.
Scope
For authors
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Prepare your manuscript according to NEJSR requirements.
View Guidelines02
Review the required elements before submission.
View Checklist03
Review the journal's disciplinary and methodological scope.
Review ScopePeer review
NEJSR welcomes qualified researchers and practitioners with subject-matter or evidence-synthesis expertise who are interested in contributing to scholarly peer review.
At a glance