In a world beset with rapidly changing technology, the forest manager is constantly confronted with the problem--what forest products will be in demand X years from now, and how should present management practices be influenced by the unknown demands of the future? Lacking guides and blueprints, and because of the uncertainty of future markets the job of the forester, it seems, is to grow timber crops best adapted to the soil, and attempt to produce quality forest products at the lowest cost. Markets are developed on the abundance, availability, and price of a raw material. If products of the forest are to compete with plastics. synthetic fibers, and other man-made substitutes, then the price of our forest grown raw material will determine its competitive position in industry and the profitability of a forestry enterprise. The acceptance and selling price of forest products at the market place will be the final determination of what kind and how much silviculture we can bring into the woods.
The Journal of Forestry is the most widely circulated scholarly forestry journal in the world. In print since 1902, the Journal has received several national awards for excellence. The mission of the Journal of Forestry is to advance the profession of forestry by keeping forest management professionals informed about significant developments and ideas in the many facets of forestry: economics, education and communication, entomology and pathology, fire, forest ecology, geospatial technologies, history, international forestry, measurements, policy, recreation, silviculture, social sciences, soils and hydrology, urban and community forestry, utilization and engineering, and wildlife management. The Journal is published bimonthly: January, March, May, July, September, and November.