Dynamic Relationships Management Journal, Vol. 5, No. 2, November 2016 1 TURNING THE PAGE: DRMJ’S CHAPTER THREE – IN SEARCH OF INCREASED RELEVANCE, RIGOR, COMPREHENSIVENESS AND INTERNATIONALIZATION MATEJ ČERNE University of Ljubljana TOMISLAV HERNAUS University of Zagreb Volume 5, Number 2 of the Dynamic Relationships Management Journal (DRMJ) finds us once again turning the page and beginning a new editorial chapter in our journal's story. After several years of devoted service to the journal, its editor-in- chief Jože Kropivšek stepped down from this function and handed the job over to Matej Černe – now the third editor of DRMJ. We also have a new co-editor Tomislav Hernaus, while the DRMJ’s editorial board has been additionally strengthened by prominent management scholars, such as Catherine Connelly, Sut I Wong and Anita Trnavčević. We are happy that Jože will still act as co- editor and help the journal as we move it further along. As we, the new editors, write this, we feel both a sense of excitement and immense responsibility to the journal, the Slovene Academy of Management (SAM), and the management and organization community in order to ensure that DRMJ not only continues, but further expands and affirms its role as a valued publication home for relevant and rigorous research in our field. More than four years ago, when Dynamic Relationships Management Journal was first established, the initial editor-in-chief Adriana Rejc Buhovac posed the following question: Why do we need another academic journal? The answer to this question was mostly related to the topic. The very first issue of DRMJ from May 2012 opened up a new space for academic debate around organizational/management theories and their practice, and presented the mission and topical grounding of the journal (Rejc Buhovac, 2012, p. 1): “Firms, not-for-profit institutions and public administration units are socially constructed. The journal aims to provide global theoretical and practical perspectives on the establishment, development, maintenance and improvement of relationships—contacts, connections, interactions, patterns of behavior and networks in these social entities. It is the role of managers to spur and nurture high-quality relationships between interacting employees, groups, teams and whole social entities and thus provide suitable organizational support for their high quality performance. No other journal addresses these perspectives so closely and provocatively. DRMJ also addresses other relationships-related topics such as organizational structures, rationality assuring processes, and similar organizational phenomena.”