Pub Date : 2020-07-02DOI: 10.1080/17449359.2020.1843943
Éric Godelier
ABSTRACT France is not usually perceived as a Nation of Managers and Management even if Frenchmen, like H. Fayol could probably be considered as one of the inventors of modern Management. Another misconception about France is that most of its modern management models and methods have been imported from the USA after WWII. Does this mean that nothing existed before this time in France? This paper aims to provide a contribution to this debate by offering a study of French Management Education. A historical journey back to the early roots of French management Education is required to confirm or interrogate the possible existence of a management ‘à la française’.
{"title":"From the ‘science’ of practices to management science: milestones for a history of management education in France (1900s-2000s)","authors":"Éric Godelier","doi":"10.1080/17449359.2020.1843943","DOIUrl":"https://doi.org/10.1080/17449359.2020.1843943","url":null,"abstract":"ABSTRACT France is not usually perceived as a Nation of Managers and Management even if Frenchmen, like H. Fayol could probably be considered as one of the inventors of modern Management. Another misconception about France is that most of its modern management models and methods have been imported from the USA after WWII. Does this mean that nothing existed before this time in France? This paper aims to provide a contribution to this debate by offering a study of French Management Education. A historical journey back to the early roots of French management Education is required to confirm or interrogate the possible existence of a management ‘à la française’.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1843943","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45903065","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-07-02DOI: 10.1080/17449359.2020.1845741
A. Kuokkanen, Pekka Varje, A. Väänänen
ABSTRACT This article examines the emergence and evolution of the discourse on mental health problems as an occupational health risk in the professional debates among Finnish insurance workers from a historical perspective. Our findings indicate that the mental health discourse was influenced by organizational, cultural and political changes. We also found that the employee’s role and the power relations in the insurance sector influenced the way in which mental health problems were articulated in professional debates. The workplace democratization movement of the 1970s and the increasing power of trade unions paved the way for the recognition and manifestation of employees’ mental ill-health and vice versa, the increase of mental health problems legitimized the activity of the union. In the 1990s and 2000s, however, the individualization trend led to the view that employees themselves were responsible for maintaining and regulating their own mental health and competitiveness, once again limiting their opportunities to express their grievances at the workplace and undermining the solidarity between employees.
{"title":"Struggle over employees psychological well-being. The politization and depolitization of the debate on employee mental health in the Finnish insurance sector","authors":"A. Kuokkanen, Pekka Varje, A. Väänänen","doi":"10.1080/17449359.2020.1845741","DOIUrl":"https://doi.org/10.1080/17449359.2020.1845741","url":null,"abstract":"ABSTRACT This article examines the emergence and evolution of the discourse on mental health problems as an occupational health risk in the professional debates among Finnish insurance workers from a historical perspective. Our findings indicate that the mental health discourse was influenced by organizational, cultural and political changes. We also found that the employee’s role and the power relations in the insurance sector influenced the way in which mental health problems were articulated in professional debates. The workplace democratization movement of the 1970s and the increasing power of trade unions paved the way for the recognition and manifestation of employees’ mental ill-health and vice versa, the increase of mental health problems legitimized the activity of the union. In the 1990s and 2000s, however, the individualization trend led to the view that employees themselves were responsible for maintaining and regulating their own mental health and competitiveness, once again limiting their opportunities to express their grievances at the workplace and undermining the solidarity between employees.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1845741","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47477298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-07-02DOI: 10.1080/17449359.2021.1878042
Kevin D. Tennent, Simon Mollan
ABSTRACT This paper examines the role of narrative framing in the perception of strategic success by exploring the construction of notions of strategy in relation to the perspective of different actors in the same historical episode. Our article is about the UK music retailing industry from the late 1950s until the present. We narrate three stories/accounts – one focusing on the perspective of larger firms in the industry, acting as a normative business history narration, one focusing on the perspective of the mass of smaller firms attempting to survive as larger competitors expand, and one–an epilogue–looking at the recent past in which some of the smaller firms managed to survive while many of the dominant firms from the 1980s and 1990s have failed. We use this both to construct a more diverse historiography of the music retail industry in Britain while advancing the theoretical contribution that narratives of strategic success and failure often favor conceptualizations of dominance over resistance, while failing to reflect on the extent to which historical research itself is an act of sense-making that is bounded by periodization and theoretical priors.
{"title":"The limits of the narratives of strategy: three stories from the history of music retail","authors":"Kevin D. Tennent, Simon Mollan","doi":"10.1080/17449359.2021.1878042","DOIUrl":"https://doi.org/10.1080/17449359.2021.1878042","url":null,"abstract":"ABSTRACT This paper examines the role of narrative framing in the perception of strategic success by exploring the construction of notions of strategy in relation to the perspective of different actors in the same historical episode. Our article is about the UK music retailing industry from the late 1950s until the present. We narrate three stories/accounts – one focusing on the perspective of larger firms in the industry, acting as a normative business history narration, one focusing on the perspective of the mass of smaller firms attempting to survive as larger competitors expand, and one–an epilogue–looking at the recent past in which some of the smaller firms managed to survive while many of the dominant firms from the 1980s and 1990s have failed. We use this both to construct a more diverse historiography of the music retail industry in Britain while advancing the theoretical contribution that narratives of strategic success and failure often favor conceptualizations of dominance over resistance, while failing to reflect on the extent to which historical research itself is an act of sense-making that is bounded by periodization and theoretical priors.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2021.1878042","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43995648","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-05-26DOI: 10.1080/17449359.2020.1758148
P. Nygaard
ABSTRACT This article investigates how the Norwegian Engineering Association responded to challenges from Americanization and industrial democracy in the period from 1945 to 1980. This period was the heydays of the engineering way to top management positions in Norway. The engineering way was justified with reference to the engineers technical ‘Fachkompetenz’. As in many countries, Norway became subject for an institutional push toward Americanization of management the first decades after WW2. This process challenged the engineering way to management by propagating the need for management education. In Norway, there was not a smooth and swift process of Americanization of management and business. Rather, the Norwegian trajectory is a complex set of international and national influences and agendas. Primarily, Norwegian management practice was from the 1970s shaped by a political push for industrial democracy that was initiated by the Labor party and the labor movement in the 1960s. The process of introducing industrial democracy challenged both the traditional engineering way and the American way of making managers in Norway. This article unpacks how the Engineering Association responded to the challenges from Americanization and industrial democracy.
{"title":"Engineering way lost: Norwegian engineers’ reactions to challenges from Americanization and industrial democracy","authors":"P. Nygaard","doi":"10.1080/17449359.2020.1758148","DOIUrl":"https://doi.org/10.1080/17449359.2020.1758148","url":null,"abstract":"ABSTRACT This article investigates how the Norwegian Engineering Association responded to challenges from Americanization and industrial democracy in the period from 1945 to 1980. This period was the heydays of the engineering way to top management positions in Norway. The engineering way was justified with reference to the engineers technical ‘Fachkompetenz’. As in many countries, Norway became subject for an institutional push toward Americanization of management the first decades after WW2. This process challenged the engineering way to management by propagating the need for management education. In Norway, there was not a smooth and swift process of Americanization of management and business. Rather, the Norwegian trajectory is a complex set of international and national influences and agendas. Primarily, Norwegian management practice was from the 1970s shaped by a political push for industrial democracy that was initiated by the Labor party and the labor movement in the 1960s. The process of introducing industrial democracy challenged both the traditional engineering way and the American way of making managers in Norway. This article unpacks how the Engineering Association responded to the challenges from Americanization and industrial democracy.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1758148","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43968088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/17449359.2020.1758149
A. J. Murphy
ABSTRACT Under pressure to cut costs after World War II, leaders in the U.S. Department of Defense recruited managers from private industry to help them run the Cold War national security state. Management became an area of focused intervention in the Army around 1950, when leaders across the defense establishment began adopting management education programs and research for use in the military. Through the story of the Army Management School, this paper examines how management expertise became a routine and pervasive component in the training of American military officers. After the Vietnam War many military leaders expressed suspicion about ‘managerialism’ and questioned the appropriateness of invoking business management expertise in the armed forces. However, by this time management techniques and concepts had become a firmly rooted part of the Army education system. This article shows that business expertise was widely pursued in the military decades earlier than is usually acknowledged. The history of management education in the Army demonstrates the extent of authority and influence that management expertise held in non-business contexts – an important but understudied dimension of the history of business professionalization.
{"title":"Making managers in the U.S. military: the case of the Army Management School, 1945-1970","authors":"A. J. Murphy","doi":"10.1080/17449359.2020.1758149","DOIUrl":"https://doi.org/10.1080/17449359.2020.1758149","url":null,"abstract":"ABSTRACT Under pressure to cut costs after World War II, leaders in the U.S. Department of Defense recruited managers from private industry to help them run the Cold War national security state. Management became an area of focused intervention in the Army around 1950, when leaders across the defense establishment began adopting management education programs and research for use in the military. Through the story of the Army Management School, this paper examines how management expertise became a routine and pervasive component in the training of American military officers. After the Vietnam War many military leaders expressed suspicion about ‘managerialism’ and questioned the appropriateness of invoking business management expertise in the armed forces. However, by this time management techniques and concepts had become a firmly rooted part of the Army education system. This article shows that business expertise was widely pursued in the military decades earlier than is usually acknowledged. The history of management education in the Army demonstrates the extent of authority and influence that management expertise held in non-business contexts – an important but understudied dimension of the history of business professionalization.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1758149","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41403045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/17449359.2020.1776134
Rolv Petter Amdam
ABSTRACT This paper explores the development of executive education in the US from 1945 to around 1970, and its function in developing potential top executives’ cultural, symbolic, and social capital. The paper shows that postwar executive education was an expression of how the academic community acted according to its societal obligations by offering the new leaders norms and values that could replace what was lost during the transformation to managerial capitalism. This function legitimized executive education within the business schools, which was at the time primarily characterized by a very different logic of scientization.
{"title":"Creating the new executive: postwar executive education and socialization into the managerial elite","authors":"Rolv Petter Amdam","doi":"10.1080/17449359.2020.1776134","DOIUrl":"https://doi.org/10.1080/17449359.2020.1776134","url":null,"abstract":"ABSTRACT This paper explores the development of executive education in the US from 1945 to around 1970, and its function in developing potential top executives’ cultural, symbolic, and social capital. The paper shows that postwar executive education was an expression of how the academic community acted according to its societal obligations by offering the new leaders norms and values that could replace what was lost during the transformation to managerial capitalism. This function legitimized executive education within the business schools, which was at the time primarily characterized by a very different logic of scientization.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1776134","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43001485","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/17449359.2020.1758146
A. Elias
ABSTRACT In the 1960s and 1970s, the United States government ordered corporations to remedy sex discrimination by increasing the number of women working in male-dominated job categories. This article traces the grassroots activism and government policies that led to the creation of management training programs for women in the commercial banking industry. To move women into the managerial job of a bank officer, conflicting advice emerged about how to best design and deliver training programs that could reconcile the real and imagined incongruities between women’s traditional social roles and the masculine character of managerial job positions. This article uses prescriptive literature, government documents, social science research, and mainstream media articles to show the ideological tension that arose as women began moving into the ranks of commercial banking management. Which women should be selected for training? What should be the content and structure of the programs? While many academics and practitioners considered the benefits of having separate training for women, others questioned if female managers should continue to be trained separately from male managers. The integration of women into commercial banking management likely sparked a broader discussion about the ideal qualities of managers. Female traits and tendencies could enhance the management function, helping to reconcile the traditional role incongruity between woman and manager.
{"title":"‘Measured by two yardsticks’: women in bank management training, 1960s to 1990s","authors":"A. Elias","doi":"10.1080/17449359.2020.1758146","DOIUrl":"https://doi.org/10.1080/17449359.2020.1758146","url":null,"abstract":"ABSTRACT In the 1960s and 1970s, the United States government ordered corporations to remedy sex discrimination by increasing the number of women working in male-dominated job categories. This article traces the grassroots activism and government policies that led to the creation of management training programs for women in the commercial banking industry. To move women into the managerial job of a bank officer, conflicting advice emerged about how to best design and deliver training programs that could reconcile the real and imagined incongruities between women’s traditional social roles and the masculine character of managerial job positions. This article uses prescriptive literature, government documents, social science research, and mainstream media articles to show the ideological tension that arose as women began moving into the ranks of commercial banking management. Which women should be selected for training? What should be the content and structure of the programs? While many academics and practitioners considered the benefits of having separate training for women, others questioned if female managers should continue to be trained separately from male managers. The integration of women into commercial banking management likely sparked a broader discussion about the ideal qualities of managers. Female traits and tendencies could enhance the management function, helping to reconcile the traditional role incongruity between woman and manager.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1758146","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45731910","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/17449359.2020.1758147
C. Tumbe
ABSTRACT A distinctive aspect of India’s managerial elite is that it is dominated by people with an educational background in engineering. This paper unravels the history of how this major phenomenon arose, by tracking the evolution of management education in mid-twentieth century India. It emphasizes the significance of the network developed between the Indian Institutes of Technology (IITs) and Indian Institutes of Management (IIMs) and points to important contextual factors including the industrial recession of 1968–70 and admission test criteria that contributed heavily to the rise of the ‘technological manager’. Some of these factors continued to be important in the early twenty-first century, having implications on the diversity of educational backgrounds and diversity by gender among India’s managerial elite.
{"title":"The rise of the technological manager in India in the 1960s: the role of the Indian institutes of management","authors":"C. Tumbe","doi":"10.1080/17449359.2020.1758147","DOIUrl":"https://doi.org/10.1080/17449359.2020.1758147","url":null,"abstract":"ABSTRACT A distinctive aspect of India’s managerial elite is that it is dominated by people with an educational background in engineering. This paper unravels the history of how this major phenomenon arose, by tracking the evolution of management education in mid-twentieth century India. It emphasizes the significance of the network developed between the Indian Institutes of Technology (IITs) and Indian Institutes of Management (IIMs) and points to important contextual factors including the industrial recession of 1968–70 and admission test criteria that contributed heavily to the rise of the ‘technological manager’. Some of these factors continued to be important in the early twenty-first century, having implications on the diversity of educational backgrounds and diversity by gender among India’s managerial elite.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1758147","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43504898","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-02DOI: 10.1080/17449359.2020.1842288
M. Kipping, Rolv Petter Amdam, J. Mcglade
The idea that institutions at university level should engage in offering courses and programs to prepare people for administrative and managerial positions in commerce and business originally emerg...
{"title":"Making managers: a fresh look","authors":"M. Kipping, Rolv Petter Amdam, J. Mcglade","doi":"10.1080/17449359.2020.1842288","DOIUrl":"https://doi.org/10.1080/17449359.2020.1842288","url":null,"abstract":"The idea that institutions at university level should engage in offering courses and programs to prepare people for administrative and managerial positions in commerce and business originally emerg...","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1842288","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43338934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-31DOI: 10.1080/17449359.2020.1746346
M. Larson
ABSTRACT This paper questions what British management education promoters sought to create through their efforts to establish high-level business training institutes in Britain in the 1960s. In response to the landmark Robbins Report of 1963, businessmen and politicians re-imagined management education and in doing so formed a new type of management education institute to operate alongside, and ultimately to compete with, a wide variety of other methods of management preparation then in use in the country. As business conditions changed and firms – especially large ones – grew more complex, both business leaders and government ministers sought ways to prepare the next generation of managers to lead firms successfully in the long term but do so in a way that satisfied their own firms’ needs as well as those of society. Using both archival and published sources, the text explores the perspectives of those involved with the business school project as well as those interested in it as observers to determine what business leaders and government truly wanted from Britain’s future managers.
{"title":"Re-imagining management education in post-WWII Britain: views from government and business","authors":"M. Larson","doi":"10.1080/17449359.2020.1746346","DOIUrl":"https://doi.org/10.1080/17449359.2020.1746346","url":null,"abstract":"ABSTRACT This paper questions what British management education promoters sought to create through their efforts to establish high-level business training institutes in Britain in the 1960s. In response to the landmark Robbins Report of 1963, businessmen and politicians re-imagined management education and in doing so formed a new type of management education institute to operate alongside, and ultimately to compete with, a wide variety of other methods of management preparation then in use in the country. As business conditions changed and firms – especially large ones – grew more complex, both business leaders and government ministers sought ways to prepare the next generation of managers to lead firms successfully in the long term but do so in a way that satisfied their own firms’ needs as well as those of society. Using both archival and published sources, the text explores the perspectives of those involved with the business school project as well as those interested in it as observers to determine what business leaders and government truly wanted from Britain’s future managers.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":null,"pages":null},"PeriodicalIF":0.6,"publicationDate":"2020-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/17449359.2020.1746346","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44109552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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