Call for Articles 2026 Spring Now Open!
Phoenix Scholar Editorial Staff
2026 Phoenix Scholar Theme -ÌýCultivating Institutional Engagement and Trust
°Õ³ó±ðÌýCareer InstituteÌýwithin the °®¶¹´«Ã½ provides a compelling report as accrued via theÌý2025 Career Optimism Index® study which is based on a national survey of more than 5,000 U.S. adults (employed or seeking employment) and 500 U.S. employers. Trends in results depict a workforce beleaguered by burnout, diminishing autonomy, and a pervasive sense of discontent within their workplace. This edition of the Phoenix Scholar seeks to explore areas of the workplace, looking at some of the latest in strategy and development for addressing workplace issues like those informed by the Index report.
°Õ³ó±ðÌýPhoenix Scholarâ„¢ÌýCall for Papers
In extending the research, theÌýPhoenix Scholarâ„¢Ìýseeks research papers, white papers, best practices, and book reviews that are aimed at cultivating institutional trust.
Deadline:ÌýApril 1, 2026Ìý(11:59 PM Phoenix Time)
Questions: Contact Mark McCaslin –Ìýmark.mccaslin@phoenix.edu
Manuscripts should be submitted viaÌý
°Õ³ó±ðÌýPhoenix ScholarÌýseeks innovative and impactful submissions focused onÌýCultivating Institutional Engagement and Trust. We are committed to exploring scholarly works that not only generate new knowledge but also have the power to dramatically transform our approach to complex issues currently faced by American workers.
Submission Types:
- Research Articles:ÌýExploration of innovative strategies for fostering organizational engagement and trust within the circles ofÌýleadership, entrepreneurism, organizational wellness and belonging, and higher education and technology.
- Practice Reports:ÌýExploring effective strategies that have contributed to cultivating organizational engagement and trust and have resulted in positive outcomes.
- Theoretical Essays:ÌýExplore new frameworks for understanding social change that may catalyze the importance of cultivating organizational engagement and trust.
Manuscripts should be original, unpublished work and adhere to the highest academic standards. Submissions from all faculty, staff, students, and alumni are encouraged. Phoenix Scholar publication counts toward fulfilling the requirement for UOPX faculty scholarly activities.ÌýManuscripts are limited to 3,000 words, excluding the reference list. The manuscript should include a brief abstract (150 words), using 12-point Times Font, I-inch margins, and APA 7 format, in a Word document.
The Phoenix Scholar’sÌýSpringÌý2026 Edition Areas of Interest
We are calling for research articles, practice reports, theoretical essays, and book reviews that explore the landscape of improved workplace strategy, leader development, aspirational entrepreneurship, organizational wellness and belonging, higher education institutional process and instructional technology.
Below are some highlighted potential interest areas, but we are open to a variety of topical matters.
Record-low institutional trust and growing workplace grievances.
From the Optimism Index Report, a quarter of Americans from those who responded to the survey, reveal a lessened sense of control over their professional future that has gotten worse over the past five yearsÌýÌý (21%), contributing to over half the population feeling burnt out (51%)— a record high for the Index.
Hope as a coping mechanism in response to deepening workplace discontent.
Of those survey respondents, results reveal some 76% of workers rely on hope just to get through the year.
However, hope alone cannot counteract workers’ growing anxiety over the future of their careers.
Developing resilience in the workforce.
As interpreted from survey respondent results, workers are 52% more likely to experience burnout when they feel they are not progressing in their careers at the right pace (67% vs. 44%).
Restoring workers’ sense of autonomy and decreasing burnout.
Results from those respondents of the survey reveal workers who lack control over the future of their careers are 56% more likely to experience burnout than those who do feel in control (70% vs. 45%).
Career development opportunities within the workplace.
From survey results, workers are less likely to feel disengaged (43% vs. 52%) and are significantly more motivated (+38 pts) and adaptable (+14 pts) in their careers if they feel their current job offers opportunities for career development.
The prioritization of internal workforce investment.
Respondent results also reveal some employers prefer hiring new employees over training current staff, despite research indicating the significant cost of turnover, and the proven impact of talent development on retention rates and profitability.
Embracing AI tools and training in expediting their career advancement and improving their overall engagement at work.
Survey responses also show that AI could be a game-changer for workers; 56% say AI accelerates skill development and 79% say it helps close knowledge gaps.
The value of AI for upskilling the workforce and businesses.
Of those who responded to the survey, results reveal some 68% of employers say knowledge of how to use AI is valuable for their employees’ careers.
From those who responded to the survey, 61% say they would prioritize hiring job candidates with AI training or experience, even if the candidate doesn’t have the traditional skills for a role.
For more information regarding the 2025 Career Optimism Index® study, visit theÌýResearch HubÌýand look underÌýCentersÌýfor theÌýCareer Institute.
Have ideas or Questions? Please contact Dr. Rodney Luster (rodney.luster@phoenix.edu) or Chief Editor-Dr. Mark McCaslin (mark.mccaslin@phoenix.edu).
We will be opening another call in January 2026 for the next edition. You can keep abreast of dates by following our homepage for future calls for articles.