Cureton, D., Jones, J & Hughes, J (2021) The Postdigital University: Do We Still Need Just A Little of That Human Touch? Postdigital Science & Education 3, pp. 223–241(online 2021) or

Hamlin, R. G., Jones, J & Ellinger, A. D (2020) Evidence-Based Organizational Change and Development – Is Evidence-based OCD a reality or mere rhetoric? The International Journal of HRD: Policy Practice and Research Article 2

Jones, J. (2018) How can leaders and managers in the Police support the learning of others and at the same time, support their own? International Journal of Emergency Services (on-line only at the moment)

Jones, J. (2018) Ceilings are out – why women are now stuck in the ‘glass labyrinth’ IoD West Midlands magazine, p. 29

Jones, J. (2017) Thinking and rethinking about women in the Police

Jones, J. (2017) How can mentoring support women in a male-dominated work place? A case study of the UK Police force, Palgrave Communications 3, pp. 1-11

Jones, J. (2014) Calling all line managers – Learning needs your support. Being ambivalent is not helping! Submission for the CMI Article of the Year Competition, pp. 1-7

Jones, J. (2013) Factors influencing mentees’ and mentors’ learning throughout formal mentoring relationships, Human Resource Development International 16 (4) pp. 390-408

Jones, J. (2012) An analysis of learning outcomes within formal mentoring relationships The International Journal of Evidence Based Coaching and Mentoring 10 (1) pp.57-73

Cureton, D., Jones, J. & Foster, W. (2011) The Impact of Mentoring on Stress in Higher Education The International Journal of Mentoring and Coaching 12 (1) pp.18-40 (40% contribution)

Jones, J. (2009) Mentoring in the Milky Way – reviewing the constellations of relationships The International Journal of Mentoring and Coaching 7 (2) pp. 3-24

Jones, J. (2008) What makes an effective mentor within the HE sector? The International Journal of Mentoring and Coaching 4 (3) pp.12-28


Machold, S & Jones, J. (2021) REF impact case study entitled ‘Increasing gender diversity in leadership positions.’

Jones. J (2017) Women as Leaders Panel debate (2017) at the IM Powered Event sponsored by Irwin Mitchell and the Institute of Directors;

Jones, J. (2016) Book Review: Gender and Social Hierarchies Management Learning 48(4) pp.497-499

Jones, J. (2014) Book Review: Leadership Resilience. Lessons for Leaders from the Policing Frontline Management Learning 45(4) pp.503-505

Jones, J. (2013) Book Review: Coaching and Mentoring – A Critical Text Management Learning 44 (3) pp. 307-310

(2011) ‘Good to talk’ an article written about my mentoring work in WLV Dialogue (Issue 13 – page 8-9);


Jones, J., Hamlin, R. G & Ellinger, A. D. (2020) Examining Evidence-Based Change Agency Practice in Anglo and Non-Anglo Countries: Implications for Professional HRD Practitioners In Loon, M., Stewart, J & Nachmias, S (eds) The Future of HRD, Chapter 5, Volume II. UK: Palgrave Macmillan.

Hamlin. R. G., Ellinger. A. & Jones, J. (Eds.). Evidence-Based Organizational Change and Development  US: IGI Global.  Published in March 2019.

Award: Won R. Wayne Pace HRD Book of the Year 2020;

Chapters in this edited book:

Jones, J., Firth, J., Hannibal, C. & Ogunseyin, M. (2019). Factors Contributing to Organizational Change Success or Failure- A Qualitative Meta-Analysis of 200 Reflective Case Studies In R.G. Hamlin., A. Ellinger., & J.Jones (Eds.). Evidence-Based Organizational Change and Development (pp. 155-178) US: IGI Global.

Hamlin. R. G., Jones, J. & Ellinger, A (2019) Concluding Reflections and Presentation of an EBOCD Conceptual Process Model In R.G. Hamlin., A. Ellinger., & J.Jones (Eds.). Evidence-Based Organizational Change and Development (pp. 724-742) US: IGI Global.

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