PhD Summer School 2017 – University of Tübingen

Reblogged from Nico Strydom:

Nicolaas Strydom

In September of last year I had the wonderful privilege of attending a PhD Summer School entitled ‘Business Beyond Businesses: Agency, Political Economy & Investors, c. 1850- 1970’. This took place at the Eberhard Karls Universität Tübingen in the charming town of Tübingen, Germany. The aim of the summer school was to provide doctoral students with an overview of relevant research and of innovative tools and methodologies in the fields of Business and Economic History. Each doctoral student also had a 25 minute slot in which to present their own research, and receive extensive feedback from the academic panel as well as the fellow doctoral students present.

IMG_5889 The beautiful town of Tübingen, Germany

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Conference on Historicism as a polemical concept

Historicism as a Polemical Concept in the Humanities and Social Sciences, 1890-1980

Although “historicism” is a many-headed monster, notorious for being defined in different ways by different groups of scholars, there seems to be consensus at least on Historismus being a nineteenth-century phenomenon. Whether historicism is defined as the scholarly paradigm represented by Leopold von Ranke, as a worldview propagated by counter-Enlightenment intellectuals such as Johann Gottfried von Herder, as “neo-styles” in art and architecture, or as a perspectival theory of knowledge, its key representatives all belonged to “the long nineteenth century” (1789-1914). Judging by the secondary literature, then, “historicism” is a label for nineteenth-century modes of thought, which in the early decades of the twentieth century made way for a variety of “modernist” approaches in history, philosophy, art, and architecture.

How convincing is this consensus? If we treat historicism not as a descriptive label, but as an actors’ category used by historical agents themselves, it quickly turns out that “historicism” is a term of late nineteenth-century origin, that it was used most frequently in the early and mid-twentieth centuries, and, most importantly, that “historicism” was more a polemical term than a descriptive label. When twentieth-century scholars, artists, or intellectuals warned against “historicism,” they didn’t criticize a nineteenth-century school, but drew attention to what they perceived as dangerous implications of a then-current way of thinking, feeling, or behaving vis-à-vis history. For them, “historicism” typically was a word of warning, sometimes even a term of abuse, the rhetorical, emotional, and political aspects of which were as important as their referential function.

Examples not only include Karl Popper, whose famous diatribe against “historicism” tried to exorcise the spirit of Hegel and Marx, but also a range of well and lesser known sociologists, economists, political theorists, historians, theologians, and philosophers, who feared that something essential was undervalued or ignored by the method, paradigm, or worldview they called “historicism.” Often the phrase did not refer to the past per se, but to a bleak future perceived to be looming when historically informed performances of Baroque music, contextual treatments of philosophical disputes, or historical critical readings of sacred scriptures were to gain dominance.

What happens when “historicism” is studied as an emotionally charged Kampfbegriff, employed by a variety of authors in and outside the humanities and social sciences from roughly the 1890s until late into the twentieth century? Apart from challenging the conventional wisdom that historicism was a nineteenth-century phenomenon, this approach seems to have four potential advantages, which are briefly alluded to in our subtitle:


  1. Perceptions: In the best tradition of the history of concepts (Begriffsgeschichte), it stimulates historians to be attentive to distinct and changing usages of the term. What did “historicism” mean to specific authors in specific temporal, geographical, and disciplinary contexts?
  2. Beliefs: It encourages historians to interpret the perceived dangers of “historicism” as indices of preciously held beliefs about history, the past, or past-present relations. What “relations to the past” or regimes of historicity did critics of “historicism” try to defend?
  3. Emotions: Drawing on an emotional turn in cultural and intellectual history, it invites historians to examine the anxiety, anger, and worry behind criticism of “historicism.” Why was the tone of the polemics often accusing or complaining and what does this convey about the critics’ concerns?
  4. Transfers: It challenges historians not to study isolated case studies, but to examine the spread and transfer of language of “historicism” across linguistic and disciplinary boundaries. Is it true that musicologists borrowed the phrase from art historians, to what extend did architectural concerns resemble the worries of theologians and philosophers, and if “historicism” wasn’t as prominent a term in France as it was in Germany and England, was there an equivalent concept in French?


These are central questions for a two-day workshop scheduled to take place on August 30-31, 2018, in the seventeenth-century Trippen House in Amsterdam that serves as the seat of the Royal Netherlands Academy of Arts and Sciences (KNAW).

In addition to keynote lectures by Garry Dorrien (Columbia University / Union Theological Seminary), David N. Myers (Center for Jewish History, New York / University of California Los Angeles), and George Steinmetz (University of Michigan), the organizers are soliciting proposals for 20-minute papers addressing one or more of the questions listed above. Abstracts of 200-300 words are due by February 15 (this is an extended deadline!), 2018, and can be send to Adriaan van Veldhuizen at

The workshop is organized by Herman Paul and Adriaan van Veldhuizen (Leiden University) in the context of a project entitled “The Demands of Our Time,” funding for which is provided by the Thorbecke Fund (KNAW). For more information, please contact Adriaan van Veldhuizen at

Technology’s Stories blog

Management and organizational historians should be working much more collaboratively with historians of technology. The two scholarly communities have much in common as well as much to learn from one another. Org historians can check out some of the ideas, work, and reflections of historians of technology at the really wonderful Technology’s Stories blog. The blog describes is mission as follows:

We engage readers with the usable past—stories that help us make sense of contemporary technological challenges and aspirations. Technology’s Stories is a place for thinkers to share new insights on the integration of technology with our environments and our social, political, and economic lives.

Pat Denaul, over at The Exchange just added a nice post about the blog. Org historians may be particularly interested in a thoughtful post of the use of varieties of counterfactual reasoning by John K. Brown.


Independent Social Research Foundation workshop

Relating Pasts and Presents: History of Science and Social Science

26-28 September 2018
Harnack-Haus, Berlin

The 2018 ISRF Workshop pursues the line of thought emerging from last year’s ‘Today’s Futures’, that to plan intelligently for the future we need to pay attention to the past. But what happens when social scientists and historians meet and talk? Particularly, when the ISRF’s fellows meet historians of knowledge at the Max Planck Institute for the History of Science in Berlin.

The ISRF’s commitment is to support research which is interdisciplinary and reflexively critical, and seeks new theories and methods for understanding the conditions of life as it is lived by human beings now. In the 2018 Workshop we plan a wide-ranging exploration of how a sensibility to the history of knowledge might inspire thinking in social science. With a format of short research presentations, thematic discussions, dialogues across disciplines, and participants’ creative responses, the ISRF will engage with scholars at the Max Planck Institute over what history of science and social science might make of one another.

Register here


CfP 8th OAP workshop

We would like to draw your attention to the Call for abstracts for the 8th Organizations, Artifacts & Practices (OAP) workshop that will take place between the 21st-22nd June 2018, Amsterdam (OAP website)

Conference Theme: New Ways of Working (NWW): Rematerializing
Organizations in the Digital Age

CFP 8th OAP workshop

Abstract submission (1000 words): January, 29th, 2018
Notification of acceptance: February, 16th, 2018

Please note:
Abstracts should be submitted via easychair:

The abstracts should include the name, affiliation and email address of the author(s).


PhD studentship on FMCG history

Fully-funded Ph.D. studentship on the historical development of Britain’s fast-moving consumer goods industries

The University of Reading’s Centre for International Business History (CIBH) is offering a fully-funded studentship for a Ph.D. project on the evolution of Britain’s fast-moving consumer goods industries over the twentieth century. Applications are encouraged from students interested in exploring the changing sources of competitive advantage in any area of fast-moving consumer goods, principally using archival research. Studentships cover both fees and maintenance costs and are available to all applicants, with no restrictions on nationality. Ideally we would like potential applicants to make initial contact with us by 31st March 2018.

For further details, please contact Peter Scott ( Further information on CIBH, its staff,  and its current research projects and other activities, are available on our website:


Process PDW in Greece: About Time – Temporality and History in Organization Studies

We are inviting you to submit your extended abstract to the 10th International Process Symposium Theme: About Time: Temporality and History in Organization Studies

20-23 June 2018, Porto Carras Grand Resort, Halkidiki, Greece

Professional Development Workshop: 20/6/2018

General process-oriented and theme-focused papers are invited

Abstract Submission is now open at:

Deadline: 31 January 2018

The conference will take place between 20-23 June 2018, Porto Carras Grand Resort, Halkidiki, Greece (


Juliane Reinecke, King’s Business School, King’s College London, UK

Roy Suddaby, University of Victoria, Canada & Newcastle University, UK

Ann Langley, HEC Montreal, Canada

Haridimos Tsoukas, University of Cyprus, Cyprus & University of Warwick, UK

Keynote Speakers:

William Blattner, Professor of Philosophy, Georgetown University, USA, author of Heidegger’s “Being and Time”

Tor Hernes, Professor of Organization Theory, Copenhagen Business School, Denmark, author of A Process Theory of Organization

Eviatar Zerubavel, Board of Governors and Distinguished Professor of Sociology, Rutgers University, USA, author of Time Maps: Collective memory and the Social Shape of the Past

 Pre-Symposium Workshop Panels (20/6/2018)

 Pre-Symposium Workshop Panels (20/6/2018)

Taking time seriously in organizational research: Theoretical and methodological challenges

Tima Bansal, Ivey Business School, Canada

Paula Jarzabkowski, Cass Business School, UK

Majken Schultz, Copenhagen Business School, Denmark

History matters: The value and challenges of historical approaches to organizational and management research

Matthias Kipping, Schulich School of Business, Canada

Michael Rowlinson, University of Exeter Business School, UK

Dan Wadhwani, University of the Pacific, USA


Call for Papers

 Tenth International Symposium on

Process Organization Studies



About Time: Temporality and History in Organization Studies

 General process-oriented and theme-focused papers are invited

20-23 June 2018

Professional Development Workshop: 20/6/2018


Juliane Reinecke, Warwick Business School, UK (

Roy Suddaby, University of Victoria, Canada & Newcastle University, UK  (

Ann Langley, HEC Montreal, Canada (

Haridimos Tsoukas, University of Cyprus, Cyprus & University of Warwick, UK (


Keynote Speakers:

William Blattner, Professor of Philosophy, Georgetown University, USA, author of Heidegger’s “Being and Time”

Tor Hernes, Professor of Organization Theory, Copenhagen Business School, Denmark, author of A Process Theory of Organization

Eviatar Zerubavel, Board of Governors and Distinguished Professor of Sociology, Rutgers University, USA, author of Time Maps: Collective memory and the Social Shape of the Past

 Rationale: What is Process Organization Studies?

Process Organization Studies (PROS) is a way of studying organizations that is grounded on process metaphysics – the worldview that sees processes, rather than substances, as the basic forms of the universe. A process view: rests on a relational ontology, a performative epistemology, and a dynamic praxeology; focuses on becoming, change, and flux, and pays particular attention to forms of agency; prioritizes process over outcome, activity over product, change over persistence, novelty over stasis, open-endedness over determination; invites us to acknowledge, rather than reduce, the complexity of the world and, in that sense, it is animated by what philosopher Stephen Toulmin called an “ecological style” of thinking.

Purpose, Venue, and Organization

The aim of the Symposium is to consolidate, integrate, and further develop ongoing efforts to advance a sophisticated process perspective in organization and management studies.

PROS is an annual event, organized in conjunction with the publication of the annual series Perspectives on Process Organization Studies (published by Oxford University Press), and it takes place in a Greek island or resort, in June every year. Details of all hitherto Symposia, including topics, conveners and keynote speakers, can be seen at

Around 100 papers are usually accepted, following a review of submitted abstracts by the conveners.  PROS is renowned for offering participants the opportunity to interact in depth, exchange constructive comments, and share insights in a stimulating, relaxing, and scenic environment.

The Tenth Symposium will take place on 20-23 June 2018, at the Porto Carras Grand Resort, Halkidiki, Greece ( The first day of the Symposium (20 June) will consist of the Professional Development Workshop. The Symposium venue, comfortable, relaxing, and situated in one of the most beautiful beachfront locations in rural Greece, in the feet of a mountain of pine trees, accessible by bus or taxi by Thessaloniki Airport, will provide an ideal setting for participants to relax and engage in creative dialogues.

As is customary by now, the Symposium is organized in two tracks – a General Track and a Thematic Track. Each track is described below.

  1. The General Track includes papers that explore a variety of organizational phenomena from a process perspective.

More specifically, although not necessarily consolidated under a process metaphysical label, several strands in organization and management studies have adopted a more or less process-oriented perspective over the years. Karl Weick’s persistent emphasis on organizing and the important role of sensemaking in it is, perhaps, the best-known process approach in the field. Early management and organizational research by Henry Mintzberg, Andrew Pettigrew and Andrew Van de Ven was also conducted from an explicitly process perspective. More recently, scholars such as Martha Feldman, Wanda Orlikowski, Robert Chia, Tor Hernes, and several others, have shown a sophisticated awareness of the importance of process-related issues in their research. Current studies that take an explicitly performative (or enactivist/relational/practice-based) view of organizations have similarly adopted, in varying degrees, a process vocabulary and have further refined a process sensibility. Indeed, the growing use of the gerund (-ing) indicates the desire to move towards dynamic ways of understanding organizational phenomena, especially in a fast-moving, inter-connected, globalized world.

Since a process worldview is not a doctrine but an orientation, it can be developed in several different directions, exploring a variety of topics in organizational research. For example, traditional topics such as organizational design, routines, leadership, trust, coordination, change, innovation, learning and knowledge, accountability, communication, authority, materiality and technology, etc., which have often been studied as “substances”, from a process perspective can be approached as performative accomplishments – as situated sequences of activities and complexes of processes unfolding in time. A process view treats organizational phenomena not as faits accomplish, but as (re)created through interacting embodied agents embedded in sociomaterial practices, whose actions are mediated by institutional, linguistic and material artifacts.

Papers exploring any organizational research topic with a process orientation are invited for submission to the General Track.

  1. The Thematic Track includes papers addressing the particular theme of the Symposium every year.

For 2018 the theme is:

About Time: Temporality and History in Organization Studies

A description of this theme and its importance follows.

Process studies of organizations focus attention on how and why organizational actions and structures emerge, develop, grow or terminate over time (Langley, Smallman, Tsoukas & Van de Ven, 2013). Time, timing, and temporality, therefore, are inherently important to organizational process studies as “[no] concept of motion is possible without the category of time” (Sorokin & Merton, 1937: 615). Yet time remains an under-theorized construct in organization studies that has struggled to move much beyond chronological conceptions of “clock” time (Ancona, Goodman, Lawrence & Tushman, 2001; Clark, 1990).

Missing from this linear view of time are ongoing debates about objectivity versus subjectivity in the experience of time (Butler, 1995), linear versus alternative structures of time (Dawson & Sikes, 2016) or an appreciation of collective or culturally determined inferences of temporality (Zerubavel, 1981; Cunliffe, Luhman & Boje, 2004). This is critical because our understanding of time and temporality can shape how we view and relate to organizational phenomena – as unfolding processes or stable objects (Reinecke & Ansari, 2017). But we are only beginning to appreciate the role of temporality in organizational processes – i.e. how the materials of the present are used to impose meaning and understanding on both past experience and possible futures (Schultz & Hernes, 2013; Hernes, 2008; Reinecke & Ansari, 2015). As the noted German sociologist Norbert Elias (1993) observed, echoing St. Augustine, while we all experience time and have an intuitive sense of its passing, the concept of time so eludes precise articulation that it has attained the status of the “ultimate puzzle” in social theory.

History is an equally important but under-theorized concept in organization studies. While we have an intuitive sense of history as a process, organizational theorists have struggled to move beyond two limited conceptualizations of historical processes. One approach is to see history as a constraint on organization’s capacity for change. History, thus, limits agency through “path dependence” (North, 1990), “structural inertia” (Hannan & Freeman, 1984) or institutional “entropy” (Oliver, 1992). An alternative view is to see history as a unique source of competitive advantage, either through the conferral of unique resources (Porter, 1998; Barney, 1986), or through the historical conversion of routines into dynamic capabilities (Teece, Pisano & Shuen, 1997; Feldman, 2000). Both approaches suffer from the restrictive view of history as an objective set of “brute facts” that are somehow exterior to the individuals, organizations and collectives that experience them.

Emerging streams of process-oriented research have begun to move beyond viewing the past as a historically fixed object, instead conceptualized the past as being “as hypothetical as the future” (Mead, 1932: 31), or “up for grabs” (Kaplan & Orlikowski, 2013). Studies have addressed how actors continually reconstruct their view of the past in light of the emerging present (Bakken, Holt, & Zundel, 2013; Schultz & Hernes, 2013). But much work remains to be done. For instance, there is a distinct absence of understanding the socially constructive link between history and memory (Bluedorn & Denhart, 1988), history and organizational identity (Delahaye, Booth, Clark, Procter & Rowlinson, 2009) and, perhaps more significantly, an oversight of the common generic underpinnings of collective memories (Halbwachs, 1992) and how they constitute “mnemonic communities”  (Zerubavel, 2003).

Despite these conceptual tensions, there is clearly a growing interest in time, temporality and history in organizational studies. The turn to process has contributed to this interest (Chia, 2002; Thelen, 2000; Pettigrew, Woodward & Cameron, 2000; Roe, Waller & Clegg, 2009). The historical turn in management has similarly triggered an effort to re-theorize history in organizations in a more nuanced manner (Bucheli & Wadhwani, 2013; Rowlinson, Hassard & Decker, 2013; Kipping & Usdiken, 2014; Mills, Suddaby, Foster & Durepos, 2016; Suddaby & Foster, 2017). Increasingly, management theory is acquiring a “historical consciousness” – an awareness of time, history and memory as critical elements in processes of organizing (Suddaby, 2016).

The aim of this symposium is to draw together these various emerging strands of interest in adopting a more nuanced orientation toward time, temporality and history to better understand the temporal aspects of organizational processes. In this year’s Thematic Track we seek to encourage and enrich our understanding of different ways in which, by adopting a process-oriented view of time, temporality and history, we can reinvigorate established subjects in organization studies.

In particular, we encourage conceptual, empirical and methodological papers that use a process-oriented view of time, temporality and history to enrich our knowledge of topics that include, but need not be limited to:

Organizational identity: What is the role of time, temporality and history in shaping organizational identity? For instance, how do organizational members revise and re-imagine their collective past to re-construct its emergent present identity? (see Anteby & Molnar, 2012; Suddaby & Foster, 2016; Gioia, Schultz & Corley, 2000; Howard-Grenville, Metzger & Meyer, 2013; Lamertz, Foster, Coraiola & Kroezen, 2016; Schultz & Hernes, 2013; Ybema, 2010; Delahaye et al, 2009).

Organizational memory: How are different understandings of time, temporality and history involved in the emergence of organizational memory? How do collective memories emerge and come to constitute history? (see Rowlinson, Booth, Clarke, Delahaye & Proctor, 2010; Walsh & Ungson, 1991).

Strategic Management: What is the role of time, temporality and history in strategic management? How do actors construct collective organizational futures? How do they resolve the intertemporal paradox between present-day exploitation and future-oriented exploration? (see Brunninge, 2009; Foster, Suddaby, Minkus & Weibe, 2011; Hatch & Schultz, 2017; Kaplan & Orlikowski, 2013; Suddaby, Foster & Quinn-Trank, 2010).

Organizational Change: How do different, often implicit assumptions about time, temporality and history shape our models and conceptualization of organizational stability and change? How may (re-)constructions of the past, present or future affect actors’ ability to initiative, accelerate or prevent continuity or change? How does change become ‘inevitable’ or ‘irreversible’ over time? (see Dawson, 2014; Dawson & Sikes, 2016; Huy, 2001; Suddaby & Foster, 2017; Tsoukas & Chia, 2002).

Institutional Theory: How do institutions become ‘enduring’? What are the temporal qualities of institutions? What temporal patterns underpin processes of creation, maintenance and disruption of institutions? What is the pace and rhythms of institutionalization and institutional change? How may temporal norms and patterns themselves be socially constructed so as to enable or constrain certain institutional processes? (see Lawrence, Winns, & Jennings, 2001; Suddaby & Foster, 2013, Granqvist & Gustafsson, 2016; Rowell, Gustafsson & Clemente, 2016.

Creativity, Innovation & Entrepreneurship: How do actors imaginatively generate possible future trajectories of action that underpin entrepreneurial ventures? How is the past and future re-negotiated and re-invented in the present so as to create opportunities for creativity and innovation? How does history and tradition become a resource so as to allow actors to innovate from the past? (see Popp & Holt, 2013; Bátiz-Lazo, Haigh & Stearns, 2015).

Sensemaking: How do conceptions of time enter sensemaking processes? What is the role of temporal sensemaking in engaging with anticipations of the future and memories of the past to reconfigure present relations and structures? How do actors project sense into an uncertain future? (see Gioia, Corley & Fabbri, 2002; Wiebe, 2010).

Sustainability: How do actors reconcile multiple temporal orientations and timescapes, such as balancing the demands of the present with needs in the future, a tension that is at the heart of business sustainability? (see Reinecke & Ansari, 2015; Slawinski & Bansal, 2015).

Routines: How is the performance of routines played out in time? How does history shape the enactment of particular routines? How do particular temporalities implicated in different routines interact, with what results? How does timing affect the unfolding of routinized performances? (see Mutch 2016; Feldman, 2016).

Methodology: What research designs are best to capture time? How can methodologies move beyond chronological conceptions of time to include more experiential types of time? How might process researchers move beyond producing what Weick (1999: 135) labels “artifacts of retrospect” that look backward in time towards “narratives of prospect” that capture the experience of living forward? (see also Fachin and Langley, 2017; Shotter, 2006).


Ancona, D. G., Okhuysen, G. A., & Perlow, L. A. (2001). Taking time to integrate temporal research. Academy of Management Review26(4), 512–529

Anteby, M., & Molnár, V. (2012). Collective memory meets organizational identity: remembering to forget in a firm’s rhetorical history. Academy of Management Journal, 55(3), 515-540.

Bakken, T., Holt, R., & Zundel, M. (2013). Time and Play in Management Practice: An Investigation Through the Philosophies of MctTaggart and Heidegger. Scandinavian Journal of Management, 29, 13–22.

Barney, J. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1): 99-120.

Bátiz-Lazo, B., Haigh, T., & Stearns, D. L. 2015. How the Future Shaped the Past: The Case of the Cashless Society. Enterprise & Society, 15(1): 103-131.

Bluedorn, A. C., & Denhardt, R. B. 1988. Time and Organizations. Journal of Management, 14(2): 299-320.

Brunninge, O. 2009. Using history in organizations: How managers make purposeful reference to history in strategy processes. Journal of Organizational Change Management, 22 (1): 8-26.

Bucheli, M., & Wadhwani, R. D. (Eds.). (2013). Organizations in Time: History, Theory, Methods. Oxford University Press.

Butler, R. 1995. Time in Organizations: Its experience, explanation and effects. Organization Studies 16(6): 925-950.

Clark, P. 1990. Chronological codes and organizational analysis, Pp. 137-166 in Hassard, J. & Pym, D (Eds.), The Theory and Philosophy of Organizations: Critical issues and new perspectives. London: Routledge.

Cunliffe, A., Luhman, J.T. & Boje, D. 2004. Narrative Temporality: Implications for organizational research. Organization Studies 25(2): 261-286.

Dawson, P. 2014. Reflections: On time, temporality and change in organizations. Organizational Change Management 14(3): 285-308.

Dawson, P. & Sikes, C. 2016. Organizational Change and Temporality: Bending the Arrow of Time. New York: Routledge.

Delahaye, A., Booth, C. Clark, P., Proctor, S. & Rowlinson, M. 2009. The genre of corporate history. Journal of Organizational Change Management, 22(1): 27-48.

Elias, N. (1993). Time: An essay. Oxford: Blackwell Publishing.

Fachin, F. & Langley, A. 2017. (forthcoming). Researching organizational concepts processually: The case of identity, In C. Cassell, A. Cunliffe & G. Grandy (Eds.) SAGE Handbook of Qualitative Management Research Methods, London, UK: Sage Publications.

Feldman, M. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611–629.

Feldman, M. S. (2016). Routines as Process: Past, Present, and Future. In J. Howard-Grenville, C. Rerup, A. Langley, & H. Tsoukas (Eds.), Organizational Routines: How They Are Created, Maintained, and Changed (Vol. 5, pp. 23-46).

Foster, W. M., Suddaby, R., Minkus, A., & Wiebe, E. 2011. History as social memory assets: The example of Tim Hortons. Management & Organizational History, 6(1), 101-120.

Gioia, D. A., Corley, K. G., and Fabbri, T. (2002). Revising the Past (while Thinking in the Future Perfect Tense). Journal of Organizational Change Management, 15(6): 622– 34.

Gioia, D. A., Schultz, M., & Corley, K. G. (2000). Organizational identity, image, and adaptive instability. Academy of Management Review, 25(1), 63-81.

Goodman, P. S., Lawrence, B. S., Ancona, D. G., & Tushman, M. L. (2001). Introduction: Special topic forum on time and organizational research. Academy of Management Review26(4), 507–511.

Granqvist, N., & Gustafsson, R. (2016). Temporal institutional work. Academy of Management Journal, 59, 1009–1035.

Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 149-164.

Hatch, M.J. & Schultz, M. 2017. Toward a Theory of Using History Authentically: Historicizing in the Carlsberg Group, Administrative Science Quarterly, 31 (1) (DOI: 10.1177/0001839217692535)

Halbwachs, M. (1992/ 1950). On Collective Memory. Translated by L. A. Coser. Chicago: University of Chicago Press.

Hernes, T. (2008). Understanding organizations as process: Theory for a tangled world. Abington: Routledge.

Howard- Grenville, J., Metzger, M. L., and Meyer, A. D. (2013). “Rekindling the Old Flame: Processes of Identity Resurrection.” Academy of Management Journal, 56(1): 113– 36.

Huy, Q. N. (2001). Time, temporal capability, and planned change. Academy of Management Review26(4), 601–623.

Kaplan, S., & Orlikowski, W. J. 2013. Temporal Work in Strategy Making. Organization Science, 24(4): 965-995.

Kipping, M., & Üsdiken, B. (2014). History in Organization and Management Theory: More Than Meets the Eye. Academy of Management Annals, 8(1), 535-588.

Lamertz, K., Foster, W. M., Coraiola, D. M., & Kroezen, J. 2016. New identities from remnants of the past: An examination of the history of beer brewing in Ontario and the recent emergence of craft breweries. Business History, 58(5): 796-828.

Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity and flow. Academy of Management Journal56(1), 1–13.

Lawrence, T. B., Winn, M. I., & Jennings, P. D. (2001). The Temporal Dynamics of Institutionalization. The Academy of Management Review, 26, 624–644.

Mead, G. H. (1932). The Philosophy of the Present. LaSalle, Illinois: Open Court.

Mutch, A. (2016). Bringing history into the study of routines: contextualizing performance. Organization Studies, 37(8), 1171-1188.

North, D. C. (1990). Institutions, Institutional Change and Economic Performance. Cambridge University Press.

Popp, A., & Holt, R. (2013). The Presence of Entrepreneurial Opportunity. Business History, 55(1), 9-28.

Reinecke, J. & Ansari, S. 2015. When times collide: Temporal brokerage at the intersection of markets and developments. Academy of Management Journal, 58(20: 618-648.

Reinecke, J., & Ansari, S. (2017). Time, Temporality and Process Studies. In A. Langley & H. Tsoukas (Eds.), Sage Handbook of Process Organization Studies. Sage.

Roe, R.A., Waller, M.J. & Clegg, S.R. (Eds.), Time in organizational research (pp. 204–219). Abingdon: Routledge.

Rowell, C., Gustafsson, R., & Clemente, M. (2016). How Institutions Matter “in Time”: The Temporal Structures of Practices and their Effects on Practice Reproduction. Research in the Sociology of Organizations, 49A.

Rowlinson, M., Booth, C., Clark, P., Delahaye, A., & Procter, S. (2010). Social remembering and organizational memory. Organization Studies, 31(1), 69-87.

Rowlinson, M., Hassard, J., & Decker, S. (2013). Strategies for Organizational History: A Dialogue Between Historical Theory and Organization Theory. Academy of Management Review, 39(3): 250-274.

Schultz, M., & Hernes, T. (2013). A temporal perspective on organizational identity. Organization Science, 24(1), 1-21.

Shotter, J. 2006. Understanding process from within: An argument for ‘withness’-thinking. Organization Studies, 27(4): 585-604.

Slawinski, N., & Bansal, P. (2015). Short on Time: Intertemporal Tensions in Business Sustainability. Organization Science, 26, 531–549.

Sorokin, P., & Merton, R. (1937). Social Time: A Methodological and Functional Analysis. The American Journal of Sociology, 42, 615–629.

Suddaby, R. 2016. Toward a Historical Consciousness: Following the Historic Turn in Management Thought. M@n@gement: Revue officielle de l’Association Internationale de Management Stratégique, 19(1): 46-60.

Suddaby, R., Foster, W. M., and Quinn- Trank, C. (2010). “Rhetorical History as a Source of Competitive Advantage.” In Advances in Strategic Management:The Globalization of Strategy Research, vol. 27, edited by J. Baum and J. Lampel, 147– 73. Bingley, UK: Emerald Group Publishing Limited.

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Professional Development Workshop (20/6/2018)


The aim of the PDW is to provide a stimulating and interactive context for researchers to further develop their ideas and projects. More specifically, the PDW is designed to enable participants to: (a) refine their understanding of process thought; (b) share with others some of the methodological and theoretical challenges they have encountered in conducting, theorizing, and teaching process research, or putting process insights to practice in organizations; and (c) elicit/offer suggestions about how researching, theorizing, and teaching process may be further advanced.


The PDW will consist of (a) Workshop papers, (b) Panel Discussions, and (c) Plenary Panels.



Workshop Papers

We invite submissions of extended abstracts from researchers who have papers at an early stage of writing and would like helpful feedback as to how their papers may be further developed and published. Such submissions will be presented and extensively discussed in a roundtable format.


Panel Discussions

We invite submission proposals for panel discussions related to any process-related topic. An ideal submission will aim to: discuss a topic of broad relevance to process research and the challenges it presents; consolidate, update and further advance our knowledge of it; or introduce new topics that process-oriented researchers need to know about.


Panel discussions can focus either on theoretical or methodological topics. Up to four panel discussions will be accepted. Topics related to the conference theme are particularly welcome. Proposals will be evaluated in terms of clarity; novelty, relevance for and attractiveness to the process studies community; and developmental possibilities for its participants. A panel discussion will last for 90 minutes.


Plenary Panels

The following plenary panels will take place:

  • Taking time seriously in organizational research: Theoretical and methodological challenges

Tima Bansal, Ivey Business School, Canada

Paula Jarzabkowski, Cass Business School, UK

Majken Schultz, Copenhagen Business School, Denmark

  • History matters: The value and challenges of historical approaches to organizational and management research

Matthias Kipping, Schulich School of Business, Canada

Michael Rowlinson, University of Exeter Business School, UK

Dan Wadhwani, University of the Pacific, USA


General process-oriented papers, theme-focused papers, as well as PDW workshop papers and panel discussion proposals are invited. Interested participants must submit  an extended abstract of about 1000 words for their proposed contribution by January 31st, 2018 through the following link:


The submission should contain authors’ names, institutional affiliations, email and postal addresses, and indicate the Track for which the submission is made (General or Thematic), or whether the submission is intended for the PDW. Authors will be notified of acceptance or otherwise by March 7th, 2018.  Full papers will be submitted by June 4th, 2018.


Postdoctoral Research Fellowship in Business History: Solvay Brussels School of Economics and Management

Reblogged from The Past Speaks:

The Past Speaks

Solvay Brussels School of Economics & Management
Free University of Brussels (Université Libre de Bruxelles)
Postdoctoral Research Fellowship in Business History (2 + 1 years)

Salary: Fellowship up to ca. 30,000-36,000 EUR, depending on level of expertise and
fiscal regulations.  Employer will provide assistance with the administrative steps to be undertaken prior to arrival at the ULB and the various formalities to be completed once in Belgium (residence permit, accommodation, health insurance, tax and social security…

Expected start date: October 1st, 2018

Application deadline: February 8th, 2018

A Postdoctoral Research Fellowship in Business History is vacant at the Solvay
Brussels School of Economics and Management (SBS-EM) of the Free University of
Brussels (Université Libre de Bruxelles – ULB).

The Kurgan-van Hentenryk (hereafter KvH) Chair in Business History aims at
advancing and diffusing research on the history of the knowledge economy. The
purpose of the chair is threefold. First, it is designed to…

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Deadline Extended: EBHA 2018

Reblogged from The Past Speaks:

The Past Speaks

The deadline to apply to the European Business History Association conference has been extended to Wednesday, January 31, 2018.
If you have any questions please contact Veronica Binda or Roberto Giulianelli at:

The firm and the sea: chains, flows and connections

Call for Papers, European Business History Association 2018 Conference Università Politecnica delle Marche, Ancona – Italy September 6-8, 2018

The sea – whether considered as open ocean or as a mass of water bordered by land masses – is an enormous economic resource for mankind. Not only is it the principal way of transportation for goods and humans but it’s also a formidable source of food. Since we want to link the sea with the business unit (the firm, as well as other organizational units like clusters, networks and global value chains) the focus of the next EBHA conference will be on two units of analysis that are both…

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Classroom Frontiers: Business History Course Development Workshop

The Copenhagen Business School PDW Series at the Business History Conference (BHC) Annual Meeting 2018, Baltimore , MD21202, USA

Thursday, April 5, 2018, c.9am-1:30pm

Business historians excel in the classroom. They do so by applying history to a variety of different topics and using a set of different approaches. While in recent years, business historians have started sharing collections of course syllabi,[1] there are very few opportunities to engage in discussion about how and in which contexts business history is being taught.

The workshop provides a platform for business historians to learn and share the content and techniques of what they are teaching and to discuss ways to collaborate more effectively about pedagogy. This includes not only sharing content and methods but also discussing opportunities for joint case development and staff exchanges between schools.

To allow for a focused debate, we have invited presenters with three concrete examples of courses rooted in business history but pushing its frontiers in new directions and targeting new audiences. They will present innovative new course and teaching initiatives in (i) Public History, (ii) Financial History and (iii) Entrepreneurial History. We seek to sample their concrete examples of course design, module structure and session planning as well as discuss new experimental ideas in each of these areas. All three topics can be understood as pilots when it comes to successfully introducing business history to history departments and business schools as well as engaging a broader public.

Participants will come away with usable ideas about both content and pedagogical practice for introduction in their classroom and public outreach activities. Participants are explicitly encouraged to bring their own case ideas, session plans, or module concepts for common discussion.

The workshop will take place immediately before the BHC meeting and at the same location. Participation in BHC meeting and workshop is possible. If you have any questions, please contact Christina Lubinski ( or Dan Wadhwani ( We gratefully acknowledge the financial support from the “Rethinking History in Business Schools” Initiative at Copenhagen Business School’s Centre for Business History.

[1] For example, the Business History Conference website on course syllabi: or the Harvard Business School Guide to Business History Courses Worldwide:


For workshop details see, register for this workshop, use the BHC annual meeting registration form. For general information on the BHS annual meeting, see