CfP on Diversity and Business Storytelling

Call for Papers on `Diversity and Business Storytelling’

 As part of the series “A World Scientific Encyclopedia of Business Storytelling” (edited by David Boje and Regents Professor), contributions are sought for a proposed volume on Diversity and Business Storytelling (with a submissions delivery date of January 15, 2021).

In the words of David Boje, the overall series seeks “to extend new theories of prospective sensemaking, quantum storytelling (how humans are connected to the environment, not separate), and the relation of narrative-counter narrative dialectics to dialogic webs of multiplicity.” To that end, the series seeks “new business story paradigms that go beyond mere social constructivism, short-term shareholder wealth maximization, and disembodied textual narratives to the work in embodiment, critical accounts for the voiceless and marginalized, socioeconomic storytelling for socially responsible capitalism, and true storytelling principles as an alternative to fake news and fake leadership that infects the old business storytelling paradigm.” Boje and Rosile (in press) are attempting to bring together a critical ‘Storytelling Science’ paradigm.

At first sight it may appear that business and storytelling are two very different endevours; one involving a series of activities to produce services, products, profits, etc., and the other involving the use of tales to explain and make sense of innumerable social activities (Weick, 1995). More often than not, the two are aligned as those involved in business activities seek to explain and support those activities. Examples at the individual level include stories of the `self-made’ man (sic), the characteristics of the successful entrepreneur (Weber, 1967), the transformational leader (Mittal & Dhar, 2015), etc. At the company level examples include corporate histories of successful activities that explain how the company has remained in business over time and the use of artefacts of the past to lend a sense of history to the company’s operations (Corke, 1986; Gunn, 1985). At the industry (or field) level there are accounts that serve to explain such things as the link between strategy (Chandler, 1977), other practices (Pugh & Hickson, 1976; Woodward, 1958) and organizational survival, legitimacy, efficiencies, etc., (DiMaggio & Powell, 1983). And at the overall socio-economic level there are numerous accounts valuing the economic, political, and philosophical outcomes of capitalism (Burnham, 1941; Chandler, 1984; Drucker, 1939, 1942; Fukuyama, 2006) and post-colonial relationships (Banerjee & Linstead, 2001).

Although not uncontested, these various tales of business have collectively served over time to privilege for-profit organizations (Donaldson, 1985; McQuaid, 1994) as the model of economic organization, philosophy, and politics (Drucker, 1947); as the primary and favoured form of organizing economic life (Drucker, 1939); as the main or only legitimate form of organization control and management (Hayek, 1944). In the process business and capitalism became interwoven in ways that cast owner (Marx, 1999), manager (Burnham, 1941), employee (Jacques, 1996) and the market (Burns & Stalker, 1961) as central forms of organizational activity and thought (Bendix, 1974). It has not also shaped the character of business activity but the characters at the heart of those activities, namely, white, upper-class, Western men (Acker, 1990; Jacques, 1997; Prasad, 2012).

Beneath, in tandem with, and/or a reflection on, tales from the field of business there has been another formidable set of stories that has helped to shape the notion of business; namely, the field of business studies (Khurana, 2007). Arguably, the development of business studies as a field of enquiry not only reproduced tales from the field but drew on it to define business studies as a specific area of scientific enquiry; one linked to the professionalization of the business manager (Khurana, 2007). In the process, the field of business studies largely excluded alternative modes of organizing (Foster, Mills, & Weatherbee, 2014; Parker, 2002; Weick, 1995).  Paradoxically, in the quest for scientific legitimacy (Khurana, 2007), one of the most successful attempts to teach business studies has been the advent of the Harvard University case study method (Copeland, 1958; McDonald, 2017). Here we have an essentially fictional account of a business problem written in a way that is presented to the reader (the potential manager) as a `real life’ situation with scientifically established behavioural outcomes. Regardless of how it was intended, the central character is more-often-than-not presented as a white male who is primarily interested in profitability, efficiency and the bottom line (Nkomo, 1992). In other words, it is not only scenarios that are constructed but people who are privileged, ignored and/or marginalized. It is to the processes of marginalization, ignorance and alternative accounts that this volume turns.

We are seeking contributions that explore the various ways that images of the other are developed, presented, and accounted for through powerful and dominant narratives. We are looking for papers that, collectively, help us to understand, resist, and provide strategies of change through various analyses of how business narratives come to develop, get written, are legitimized, are challenged, and get changed over time.

This volume on ‘Diversity and Business Storytelling’ will provide insights into stories fostering the idea and characterization of diversity, including, but not limited to:

  • Cyborgs and other narratives (Haraway, 2006)
  • Network activities and discriminatory tales (Hartt, Durepos, Mills, & Helms Mills, 2017)
  • The role of history and the past in gendered tales of the present (Williams & Mills, 2017)
  • Revisiting classic tales (Acker & Van Houten, 1974)
  • Business narratives and voices from the South (Prasad, 2003)
  • Antenarratives  (Boje, 2010)
  • Case studies as gendered narratives (Godwin, 2017)
  • Business storytelling and gendered narration (Calás & Smircich, 1996)
  • Archival silences and other narratives of marginalization (Decker, 2013)
  • Boundary narratives and decolonizing thought (Mignolo, 1991)
  • Deconstructing organizational stories through a postcolonial lens (Said, 1978)
  • Business storytelling and intersectional characterizations (Brah & Phoenix, 2004)
  • Going Against the Grain and other alternative narratives of business (Prasad, 2012)
  • Dominant narratives and the voices of the Subaltern (Spivak, 1988)
  • Voices of the South and new perspectives of business theory (Faria, Ibarra-Colado, & Guedes, 2010)
  • Reframing Diversity Management (Faria, 2015)
  • Stories of self and resistance (Katila & Merilainen, 2002)

 

Chapters should explore stories/narratives used in the process of producing ideas of diversity. There is no methodological preference for this chapter and authors may use any forms of method ranging from liberal to transnational feminist approaches (Calás & Smircich, 2006).    

Submissions should be no more than thirty pages, double spaced, times new roman 12 font, with one-inch margins.  All questions regarding chapters should be directed to Jean Helms Mills, volume editor (jean.mills@smu.ca). 

Proposals for chapters should be no more than three double spaced pages and are due on May 22, 2019.   

 

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Acker, J., & Van Houten, D. R. (1974). Differential recruitment and control: the sex structuring of organizations. Administrative Science Quarterly, 9(2), 152-163.

Banerjee, S. B., & Linstead, S. (2001). Globalization, multiculturalism and other fictions: Colonialism for the new millennium? Organization, 8(4), 683-722.

Bendix, R. (1974). Work and Authority in Industry. Berkeley, CA: University of California Press.

Boje, D. M. (2010). Narrative Analysis. In A. J. Mills, G. Durepos, & E. Wiebe (Eds.), Sage Encyclopedia of Case Study Research (Vol. II, pp. 591-594). Thousand Oaks, CA: Sage.

Brah, A., & Phoenix, A. (2004). Ain’t I a woman? Revisiting intersectionality. Journal of International Women’s Studies, 5(3), 75-86.

Burnham, J. (1941). The Managerial Revolution. New York: Putnam.

Burns, T., & Stalker, G. (1961). The Management of Innovation. London.: Tavistock.

Calás, M. B., & Smircich, L. (1996). Not Ahead of her Time: Reflections on Mary Parker Follett as Prophet of Management. Organization, 3(1), 147-152. doi:10.1177/135050849631008

Calás, M. B., & Smircich, L. (2006). From the ‘Woman’s Point of View’ Ten Years Later: Towards a Feminist Organization Studies In S. Clegg, C. Hardy, T. Lawrence, & W. Nord (Eds.), The Sage Handbook of Organization Studies. London: Sage.

Chandler, A. D. (1977). The Visible Hand. Cambridge, MA: Harvard University Press.

Chandler, A. D. (1984). The emergence of managerial capitalism. Business History Review, 58(Winter), 473-503.

Copeland, M. T. (1958). And Mark An Era. The Story of the Harvard Business School. Boston: Little, Brown and Company.

Corke, A. (1986). British Airways. The Path to Profitability. London: Frances Pinter.

Decker, S. (2013). The silence of the archives: business history, post-colonialism and archival ethnography. Management & Organizational  History, 8(2), 155-173.

DiMaggio, P. J., & Powell, W. (1983). The Iron cage revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, 48, 147-160.

Donaldson, L. (1985). In Defence of Organization Theory. Cambridge: Cambridge University Press.

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Drucker, P. F. (1947). Big business : a study of the political problems of American capitalism. London , Toronto: W. Heinemann ltd.

Faria, A. (2015). Reframing Diversity Management. In R. Bendl, I. Bleijenbergh, E. Henttonen, & A. J. Mills (Eds.), The Oxford Handbook of Diversity in Organizations (pp. 127-149). Oxford: Oxford University Press.

Faria, A., Ibarra-Colado, E., & Guedes, A. (2010). Internationalization of management, neoliberalism and the Latin America challenge. Critical Perspectives on International Business, 6(2/3), 97-115. doi:10.1108/17422041011049932

Foster, J., Mills, A. J., & Weatherbee, T. G. (2014). History, field definition and management studies: the case of the New Deal. Journal of Management History, 20(2), 179-199.

Fukuyama, F. (2006). The end of history and the last man (1st Free Press trade pbk. ed.). New York: Free Press ;.

Godwin, M. (2017). Hugh Connerty and Hooters: what is successful entrrpreneurship. In E. Raufflet & A. J. Mills (Eds.), The Dark Side: Critical Cases on the Downside of Business (pp. 36-51). London: Routledge.

Gunn, J. (1985). The defeat of distance : Qantas 1919-1939. St. Lucia, Qld.: University of Queensland Press.

Haraway, D. J. (2006). A Cyborg Manifesto: Science, Technology, and Socialist-Feminism in the Late 20th Century. In J. Weiss, J. Nolan, J. Hunsinger, & P. Trifonas (Eds.), The International Handbook of Virtual Learning Environments (pp. 117-158): Springer Netherlands.

Hartt, C. M., Durepos, G., Mills, A. J., & Helms Mills, J. (2017). Performing the Past: ANTi-History, Gendered Spaces and Feminist Practice. In A. J. Mills (Ed.), Insights and Research on the study of Gender and Intersectionality in International Airline Culture. Bradford: Emerald Books.

Hayek, F. (1944). The Road to Serfdom. London: Routledge.

Jacques, R. (1996). Manufacturing the Employee: Management Knowledge from the 19th to 21st Centuries. London: Sage.

Jacques, R. (1997). The Unbearable Whiteness of Being: Reflections of a Pale, Stale Male. In P. Prasad, A. J. Mills, M. Elmes, & A. Prasad (Eds.), Managing the Organizational Melting Pot: Dilemmas of Workplace Diversity (pp. 80-106). Thousand Oaks, CA: Sage.

Katila, S., & Merilainen, S. (2002). Self in research: hopelessly entangled in the gendered organizational culture. In I. Aaltio & A. J. Mills (Eds.), Gender, Identity and the Culture of Organizations (pp. 185-200). London: Routledge.

Khurana, R. (2007). From Higher Aims To Hired Hands. The Social Transformation of American Business Schools and the Unfulfilled Promise of Management as a Profession. Princeton: Princeton University Press.

Marx, K. (1999). Capital: a critical analysis of capitalist production (Abridged ed.). London: Oxford University Press.

McDonald, D. (2017). The Golden Passport. New York: Harper-Collins.

McQuaid, K. (1994). Uneasy Partners. Big Business in American Politics 1945-1990. Baltimore: Johns Hopkins.

Mignolo, W. D. (1991). The Idea of Latin America. Oxford: Blackwell.

Mittal, S., & Dhar, R. (2015). Transformational leadership and employee creativity. Management Decision, 53(5), 894-910.

Nkomo, S. (1992). The emperor has no clothes: rewriting “race in organizations”. Academy of Management Review, 17(3), 487-513.

Parker, M. (2002). Against management : organization in the age of managerialism. Cambridge: Polity.

Prasad, A. (Ed.) (2003). Postcolonial Theory and Organizational Analysis: A Critical Engagement. London: Palgrave.

Prasad, A. (Ed.) (2012). Against the Grain. Copenhagen: Copenhagen Business School Press.

Pugh, D. S., & Hickson, D. J. (1976). Organisational Structure in its Context: the Aston Programme I. London: Saxon House.

Said, E. W. (1978). Orientalism. New York: Vintage Books.

Spivak, G. C. (1988). Can the subaltern speak? Basingstoke: Macmillan.

Weber, M. (1967). The Protestant Ethic and the Spirit of Capitalism (T. Parsons, Trans.). London: Allen & Unwin.

Weick, K. E. (1995). Sensemaking in Organizations. London, UK: Sage Publications Inc.

Williams, K. S., & Mills, A. J. (2017). Frances Perkins: gender, context and history in the neglect of a management theorist. Journal of Management History, 23(1), 32-50. doi:10.1108/jmh-09-2016-0055

Woodward, J. (1958). Management and Technology. London: HMSO.

 

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Unlocking Unilever Archives workshop

Unlocking Unilever Archives workshop

Thursday 20 June 2019 Port Sunlight

You are invited to join us in this exploration of the research potential of Unilever’s collections.The full day programme will open with a keynote speech from Valerie Johnson, Director of Research & Collections, The National Archives (TNA), on the value of business archives and the role that TNA can play in helping to facilitate collaborative research projects.

The morning will continue with presentations from four doctoral students who represent a range of disciplines at the University of Liverpool and whose study involves research in Unilever’s archives, whilst the afternoon will feature four academics who have already explored the research potential of Unilever’s collections. Lunch will be provided, tours of Unilever Archives will be on offer and there will be ample opportunity
for networking and discussion of possible future projects.

For more details email archives@unilever.com

EGOS2019: Historical Organization Studies

Historical Organizational Studies at EGOS 2019

Stewart Clegg, University of Technology, Sydney, Australia
Mairi Maclean, University of Bath, United Kingdom
Roy Suddaby, University of Victoria, Canada
Session I: Thursday, July 04, 11:00 to 12:30
– Parallel Stream –
Parallel Stream A: Theory 1 – Room: UEBS – LT 1A
Chair: Roy Suddaby
Gabrielle Durepos and Russ Vince
Toward (an) historical reflexivity: Potential and practice
François Bastien, William Foster and Diego M. Coraiola
Historicizing strategy: Exploring differences in three Indigenous communities across Canada
Parallel Stream B: Theory 2 – Room: UEBS – Auditorium
Chair: Mairi Maclean
Alistair Mutch
Historical explorations of practices
Richard J. Badham, Todd Bridgman and Stephen Cummings
The organisation-as-iceberg metaphor: A strong defence for historical re-surfacing
Session II: Thursday, July 04, 14:00 to 15:30
– Parallel Stream –
Parallel Stream A: Institutional Entrepreneurship – Room: UEBS – LT 1A
Chair: Stewart Clegg
Parisa I. Baig and Andrew Godley
A new perspective on the paradox of embedded agency: Legitimacy and its acquisition in institutional entrepreneurship
Micki Eisenman and Tal Simons
A rising tide lifts all boats: The origins of institutionalized aesthetic innovation
Mairi Maclean, Charles Harvey and Roy Suddaby
Entrepreneurial agency and institutional change in the co-creation of the global hotel industry
Parallel Stream B: Rhetorical History 1 – Room: UEBS – Auditorium
Chair: Roy Suddaby
Henrik Koll and Kim Esmark
Rhetorical history as managerial strategizing: The past as an object of struggles during organizational change in a Scandinavian telecom
Eugene Choi, Ikujiro Nonaka and R. Daniel Wadhwani
Selfless quest for corporate-level oneness: Application of rhetorical history as an essential organizational praxis of wise leadership
Çetin Önder, Meltem Özge Özcanli and Sükrü Özen
When competitors are co-narrators: Contested rhetorical organizational history
Session III: Friday, July 05, 09:00 to 10:30
– Parallel Stream –
Parallel Stream A: Institutions – Room: UEBS – LT 1A
Chair: Charles Harvey
Pamela A. Popielarz
Organizational legacy and normativity in organizations
Natalia Korchagina
Disrupting oppressive institutions through memory: Interstitial events as catalysts of theofficial commemoration of alternative memories
Grégoire Croidieu, Birthe Soppe and Walter W. Powell
How contestation buttresses legitimacy: A historical analysis of the 1855 Bordeaux wine classification
Parallel Stream B: Rhetorical History 2 – Room: UEBS – Auditorium
Chair: Bill Foster
Simon Oertel, Franziska Hein, Karin Knorr and Kirsten Thommes
The application of rhetorical history in crafting an organizational identity
Stefanie Ruel, Linda Dyer and Albert J. Mills
Gendered rhetorical ‘histories’ and antenarratives: The women of the Canadian Alouette I and II satellites
John G.L. Millar
Rhetorical history and the competitive advantage of the Edinburgh fund management cluster
Session IV: Friday, July 05, 11:00 to 12:30
– Parallel Stream –
Parallel Stream A: Sources and Methods – Room: UEBS – LT 1A
Chair: Charles Harvey
Adam Nix and Stephanie Decker
Between sources and stuff: Using digital historical sources
Guy Huber, Andrea Bernardi and Ioanna Iordanou
Critical discourse analysis: At the intersection of sociology and historiography
Andrew Smith
Corporate archives, history as sensemaking, and strategic decision-making at a multinational bank
Parallel Stream B: Applied Theory – Room: UEBS – Auditorium
Chair: Mairi Maclean
Thomas Davis
Two triangles: Putting Lefebvre’s ‘spatial triad’ to work in the Baltic Triangle, Liverpool
Garance Marechal and Stephen Linstead
Kitchen magic! Early media chefs’ reconfiguration of the field of cooking
Sonia Coman and Andrea Casey
The enduring presence of the founder in collection museums: A historical and interdisciplinary perspective
Session V: Friday, July 05, 14:00 to 15:30
– Parallel Stream –
Parallel Stream A: Politics and Parliaments – Room: UEBS – LT 1A
Chair: Diego Coraiola
Sabina Siebert
‘The Churchill effect’: Parliaments and their history
Sarah Robinson and Ron Kerr
‘Remember Mackintosh!’ Historical homology in the design of the Scottish parliament
Priscila Almeida and Eduardo Davel
Connecting cultural history to organizational studies: Contributions from the political festivity of Dois de Julho in Salvador (Bahia, Brazil)
Parallel Stream B: Memory – Room: UEBS – Auditorium
Chair: Gabrielle Durepos
Karan Sonpar, Federica Pazzaglia, Matthew Lyle and Ian J. Walsh
Memory work in response to breaches of trust: The Irish Banking Inquiry
Michel W. Lander
Tainting memories: The impact of stigmatization and institutional legacies on the founding of Scotch Whisky distilleries, 1680–1914
Rohny Saylors
Using microstoria to study (re)membering in the context of (dis)enchantment: Empirical insights from the history of Sears and Walmart
Session VI: Saturday, July 06, 09:00 to 10:30
– Parallel Stream –
Parallel Stream A: Processes and Boundaries – Room: UEBS – LT 1A
Chair: Anna Soulsby
Liv Egholm
Drawing the boundaries of the needy. Boundary objects and translation practices
Audrey-Anne Cyr
Deep rootedness: Institutionalization of reciprocity and trust in family firms
Vittoria Magrelli, Josip kotlar, Alfredo De Massis and emanuela rondi
Generations, evolution and rhythm in family firms: The role of mediators
Parallel Stream B: Entrepreneurship – Room: UEBS – Auditorium
Chair: Charles Harvey
Nicholas D. Wong and Tom Mcgovern
Entrepreneurial history and firm growth: A case study of Rushworths Music House
Trevor Israelsen, J. Robert Mitchell and Dominic Lim
Temporality and stakeholder enrollment: Memory, imagination, and rhetorical history in the context of entrepreneurship
Ken Sakai
Confluence of multiple histories in institutional change: A case study on the management of surgical needles in Japanese hospitals (1945–2000)
Session VII: Saturday, July 06, 11:00 to 12:30
Business and Public Sector Interface
 A: Business and Public Sector Interface – Room: UEBS – Auditorium
Chair: Stewart Clegg
Pilar Acosta and Julio Zuluaga
Rethinking the role of businesses in the provision of public goods: A historical perspective
Christiane Chihadeh
Critical grounded theory and an imagined history: Thatcherism and the privatisation of the British internal energy market, 1980–2010
Anna Soulsby
Studying the processes of managerial legitimacy and the control of former state-owned enterprises in post-communist societies: A longitudinal study
 B: Religion – Room: UEBS – LT 1A
Chair: Alistair Mutch
Lauri J. Laine and Ewald Kibler
Myth and organizational structure: The case of the Orthodox Christian Valaam monastery (~1200–2018)
Myleen Leary
Regulations, bricolage, and the development of the Jewish ghetto in 16th century Venice
Jose Bento da Silva and Paolo Quattrone
Inscribing ambiguity into procedural logics: Insights from the diffusion of the Jesuit Spiritual Exercises (1522–1992)

ABH Conference July 2019

Registration is now open for the ABH conference at Sheffield Hallam University on Friday 5 and Saturday 6 July 2019. Please click on this link: https://store.shu.ac.uk/conferences-and-events/social-sciences-humanities/ssh-conferences/association-of-business-historians-conference-2019, or alternatively go to the ABH website at: https://www.gla.ac.uk/external/ABH/ and click on “registration”.

Please note that early-bird prices end on 4 June. The broad conference theme is Business Transformation in an Uncertain World. The Keynote Lecture, ‘Dealing with Uncertainty: Multinationals in Sub-Saharan Africa from Decolonization to Structural Adjustment’, will be delivered by Professor Stephanie Decker (Aston Business School)

The conference venue is SHU’s City Campus which is a 5-10 minute walk from Sheffield railway station.

 If you are arriving early on Thursday 4 July, you are welcome to attend the Slaven PhD Workshop (starting at 2 pm in the conference venue) and join us for an informal evening meal (pay a deposit with registration)

 On Friday 5th candidates for the Coleman Prize for best PhD in business history will make their presentations, and the prize will be awarded at the reception preceding the conference dinner later in the evening.

 On the afternoon of Saturday 6th there will be an invited workshop (the Corley Workshop) for early career researchers. There will also be an optional trip to Abbeydale Industrial Hamlet, an 18th century iron and steel works with a crucible furnace.

Symposium on Radical Business

Radical Business?

SYMPOSIUM, 28 June 2019

Radical Business? Business and the Contest over Social Norms

Lecture Theatre, Weston Library
9 am to 4:30 pm

Conveners: David Chan Smith and Rowena Olegario

This one-day symposium at the Weston Library brings together an interdisciplinary group of speakers to offer insights into how business has acted as a radical force to upset and replace social norms over time. Whether seeking to normalize new products and services, such as autonomous vehicles, or reacting to environmental or safety concerns, business is engaged in a constant negotiation with larger cultural codes. Speakers will discuss the consequences of this contest over social norms, including ethical as well as strategic implications. By bringing together researchers from across disciplines, the symposium will also explore common conceptual ground to understand the significance of this problem for the history of capitalism and management.

 

All are welcome to attend, but please RSVP.

David Smith is Associate Professor, Department of History, Wilfrid Laurier University, and is the Royal Bank of Canada-Bodleian Visiting Fellow at the Bodleian Libraries during Trinity Term 2019.

Presented in association with the Oxford Centre for Global History, Global History of Capitalism project, Faculty of History, University of Oxford

Confirmed speakers:

Aled Davies, University of Oxford
Stephanie Decker, Aston University
Neil Forbes, Coventry University
James Hollis, University of Oxford
Mary Johnstone-Louise, University of Oxford
Alan Morrison, University of Oxford
Anne Murphy, University of Hertfordshire
Adam Nix, De Montfort University
Will Pettigrew, University of Lancaster
David Chan Smith, Wilfrid Laurier University
Heidi Tworek, University of British Columbia
Michael Weatherburn, Imperial College London
Lola Wilhelm, University of Oxford

GHC logo

BJM seeks new Co-Editors-in-Chief

British Journal of Management (BJM)

Appointment of Co-Editors-in-Chief (two posts available)

Person specification

It is essential for the candidate to:
• Have demonstrable experience, knowledge and understanding of journal publishing evidenced by factors such as being a journal editor, an associate/consultant editor or an editor of special issues of top-quality academic journals.
• Have a world-class research record as evidenced by publications in top-ranked relevant academic journals coupled with other relevant factors
• Have a demonstrable knowledge and understanding of the different sub-fields of management research evidenced by publication/grants/roles in university or other bodies
• Have a demonstrable capacity to handle a demanding workload
• Have a demonstrable ability to work constructively with others in the publishing community, in particular co-editors, associate editors, authors, reviewers and the British Academy of Management (the Academy)
Job Description
• At all times to work closely with the other Editor(s) in Chief, to achieve the job description and objectives set down by the British Academy of Management, and to maintain good communications about all aspects of the journal with the Academy’s Executive Committee and relevant sub-committee. The Editors report to the Vice Chair(s) for Research & Publications
• Develop and implement a strategy to further enhance the position of BJM in the academic community and in relation to other leading management journals, and to obtain support for significant changes in direction from the Academy’s Executive Committee and Research & Publications sub-committee
• Oversee the manuscript commissioning and review processes that include: working with the Co-Editor in Chief and a team of Associate Editors to decide whether to commission special articles and to decide when an article should be accepted for publication; to commission and oversee the production of special issues; to build the reviewer community of the journal
• Work closely with the Managing Editor and the office of the journal to achieve the highest level of performance in the eyes of its stakeholders
• To manage the day to day relationships with the publisher (currently Wiley), to monitor their performance with respect to the journal, and to advise the Academy’s Executive Committee on all strategic issues relating to this relationship
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• To lead the editorial team in its work in an energetic and appropriate manner as ambassadors for the journal in the BAM, and wider academic, community
• Attend Council Meetings, Meetings of the Research & Publications Sub-Committee and the Academy Annual Conference in September
Objectives
• To continue to build and enhance the quality, rigour and significance of papers published in the Journal
• To work towards maintaining and improving the position of BJM in relation to other journals as regards impact factor and journal rankings
• To work closely with Associate Editors to ensure that authors are offered constructive and developmental feedback
• To be aware of the publishing ‘landscape’ within the business and management community, and to ensure that BJM keeps up to date with new practices and editorial procedures
The British Academy of Management supports the publication of its high-quality journals for the benefit of its membership and the wider community.

Key Data

The BJM was first published in 1990, under the editorship of Professor Sir Cary Cooper, and is in its 30th Volume. The journal is currently jointly edited by Professors Geoffrey Wood and Pawan Budhwar, who both reach the end of their terms of office in December 2019. Its international reputation has grown rapidly in recent years and its 2017 impact factor stands at 3.059, placing BJM 39th (out of 140) for business journals and 54th (out of 209) for management journals.
Overview BJM is the flagship journal of the British Academy of Management. It provides an excellent outlet for research and scholarship on management-related themes and topics. It publishes articles which are of a multi-disciplinary, interdisciplinary, and internationally significant nature, and which are committed to making a positive social impact through thoughtful scholarship. With contributions from around the globe, the journal includes empirical and methodological articles across the full range of business and management disciplines, including: • General Management • Human Resource Management • Organizational Behaviour • Management Development • Accounting and Finance • Business Ethics • Equality, Diversity and Inclusion • Strategic Management
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• Marketing • Operations Management • R&D Management • Business Economics • Public Sector Management • Research Methods BJM does not accept review papers and papers based on surveys of students. BJM complements the other publications produced by the British Academy of Management and is deliberately targeted at a wide readership interested in business and management. The journal publishes authoritative literature surveys and reviews. These address the intellectual and academic needs of the broad academic management community both in the UK and on a wider global scale.
The journal receives in excess of 400 manuscripts a year (this has increased substantially under the current editors) and the average time for first decisions (which is accept, revise & resubmit, or reject after a first round of review) is 80 days. The average time for desk rejection is 7 days.
BJM is part of the Academy’s growing portfolio of journals which includes the International Journal of Management Reviews. It publishes four or five issues a year. The Co-Editors-in-Chief sit on BAM’s Council and so make a significant contribution to its broader communication / publishing strategy. In addition, they make an important contribution to the annual September conference.
The selection of the Co-Editors-in-Chief will be made by the Academy’s Research and Publications Committee and the persons appointed will be expected to work closely with that Committee in developing the future strategy of the journal.
All applications will be treated confidentially.
Applications should be made by sending a CV and covering letter to Madeleine Barrows, CEO, British Academy of Management at mbarrows@bam.ac.uk by noon on Friday 31st May 2019. Interviews with the Academy’s Research & Publications Sub-Committee Appointments Panel will take place in June 2019.
The successful candidate will be expected to work with and ‘shadow’ the existing editor during a transition period prior to taking up the role in January 2020 or soon thereafter. The appointment is for 3 years, renewable once by mutual agreement.
Applicants can contact Emma Bell (emma.bell@open.ac.uk) or Nelarine Cornelius (n.cornelius@qmul.ac.uk), Co-Vice Chairs of the BAM Research and Publications Sub-Committee, for an informal discussion of the nature of the editorial task and support that BAM gives its Editors.
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The British Academy of Management
The British Academy of Management was founded in 1986 and is the leading community for management scholars. The organisation has a current membership of approximately 2000 individuals, about 20% of whom are internationally based. The Academy provides a variety of training and development workshops and programmes for academics at various stages of their career. A 3-day annual conference and 1-day Doctoral Symposium are also held in September at various locations within the UK. Revenue is generated primarily from the two journals, the annual conference, and other training and development activities.
The Academy also has a significant role in representing the community to government and research councils and has established links with a number of related organisations both in the UK and internationally.
Further information about the journal may be found on its dedicated webpages at https://onlinelibrary.wiley.com/journal/14678551 .
Further information about the Academy is available on its website: http://www.bam.ac.uk, where links to its social media presences may also be found.

CHORD workshop

The CHORD (Centre for the History of Retailing and Distribution) workshop on: ‘Retailing and Community: The Social Dimensions of Commerce in Historical Perspective’ will take place at the University of Wolverhampton, UK on May 9, 2019.

The programme, together with abstracts, registration details and further information, can be found here: https://retailhistory.wordpress.com/2019/03/07/community/

The programme includes:

Alistair Kefford, University of Leicester, UK
Civic Visions of Consumerism? Post-1945 British Planning and the Reorganisation of Urban Retailing

Grace Millar, University of Wolverhampton, UK
‘The grocer carried me for three months’: Understanding shop credit during extended strikes and lockouts

Pierre Botcherby, University of Warwick, UK
Representing local interests in post-industrial town centre regeneration: a case study of St. Helens, Merseyside

Marjorie Gehrhardt, University of Reading, UK
Salvation Army stores, 1890-1914: charitable or commercial ventures?

George Gosling, University of Wolverhampton, UK
Charity shops and commercial traders: a history of rivalry or collaboration?

Triona Fitton, University of Kent, UK
Blurring boundaries: ‘The Gift’ reimagined in the contemporary British charity shop

Ian Mitchell, University of Wolverhampton, UK
Much more than a Store: Co-ops in northern and midland England, 1870-1914

Cath Feely, University of Derby, UK
‘Certainly nothing half so revealing exists in documentary form’: The Local Newsagent in Interwar Britain

Tim Alen, Plunkett Foundation, UK
A proposal from Plunkett Foundation on the story of community shops

The workshop will take place in room Room MH108-9, Mary Seacole (MH) Building, City Campus, University of Wolverhampton.

The fee is £20

For further information and to register, please see the workshop web-pages, at: https://retailhistory.wordpress.com/2019/03/07/community/

Or contact Laura Ugolini, at: L.Ugolini@wlv.ac.uk

Information about CHORD events can also be found here: www.wlv.ac.uk/chord

CfP on History and Business Storytelling

Call for Papers on History and Business Storytelling

Volume Editor: Albert J. Mills (albert.mills@smu.ca)

  As part of the series “A World Scientific Encyclopedia of Business Storytelling” (edited by David Boje and Regents Professor), contributions are sought for a proposed volume on History and Business Storytelling (with a submissions delivery date of January 15, 2021).

In the words of David Boje, the overall series seeks “to extend new theories of prospective sensemaking, quantum storytelling (how humans are connected to the environment, not separate), and the relation of narrative-counter narrative dialectics to dialogic webs of multiplicity.” To that end, the series seeks “new business story paradigms that go beyond mere social constructivism, short-term shareholder wealth maximization, and disembodied textual narratives to the work in embodiment, critical accounts for the voiceless and marginalized, socioeconomic storytelling for socially responsible capitalism, and true storytelling principles as an alternative to fake news and fake leadership that infects the old business storytelling paradigm.” Boje and Rosile (in press) are attempting to bring together a critical ‘Storytelling Science’ paradigm.

At first sight it may appear that business and storytelling are two very different endevours; one involving a series of activities to produce services, products, profits, etc., and the other involving the use of tales to explain and make sense of innumerable social activities (Weick, 1995). More often than not, the two are aligned as those involved in business activities seek to explain and support those activities. Examples at the individual level include stories of the `self-made’ man (sic), the characteristics of the successful entrepreneur (Weber, 1967), the transformational leader (Mittal & Dhar, 2015), etc. At the company level examples include corporate histories of successful activities that explain how the company has remained in business over time and the use of artefacts of the past to lend a sense of history to the company’s operations (Corke, 1986; Gunn, 1985). At the industry (or field) level there are accounts that serve to explain such things as the link between strategy (Chandler, 1977), other practices (Pugh & Hickson, 1976; Woodward, 1958) and organizational survival, legitimacy, efficiencies, etc., (DiMaggio & Powell, 1983). And at the overall socio-economic level there are numerous accounts valuing the economic, political, and philosophical outcomes of capitalism (Burnham, 1941; Chandler, 1984; Drucker, 1939, 1942; Fukuyama, 2006).

Although not uncontested, these various tales of business have collectively served over time to privilege for-profit organizations (Donaldson, 1985; McQuaid, 1994) as the model of economic organization, philosophy, and politics (Drucker, 1947); as the primary and favoured form of organizing economic life (Drucker, 1939); as the main or only legitimate form of organization control and management (Hayek, 1944). In the process business and capitalism became interwoven in ways that cast owner (Marx, 1999), manager (Burnham, 1941), employee (Jacques, 1996) and the market (Burns & Stalker, 1961) as central forms of organizational activity and thought (Bendix, 1974). It has not also shaped the character of business activity but the characters at the heart of those activities, namely, white, upper-class, Western men (Acker, 1990; Jacques, 1997; Prasad, 2012).

Beneath, in tandem with, and/or a reflection on, tales from the field of business there has been another formidable set of stories that has helped to shape the notion of business; namely, the field of business studies (Khurana, 2007). Arguably, the development of business studies as a field of enquiry not only reproduced tales from the field but drew on it to define business studies as a specific area of scientific enquiry; one linked to the professionalization of the business manager (Khurana, 2007). In the process, the field of business studies largely excluded alternative modes of organizing (Foster, Mills, & Weatherbee, 2014; Parker, 2002; Weick, 1995).  Paradoxically, in the quest for scientific legitimacy (Khurana, 2007), one of the most successful attempts to teach business studies has been the advent of the Harvard University case study method (Copeland, 1958; McDonald, 2017). Here we have an essentially fictional account of a business problem written in a way that is presented to the reader (the potential manager) as a `real life’ situation with scientifically established behavioural outcomes. Regardless of how it was intended, the central character is more-often-than-not presented as a white male who is primarily interested in profitability, efficiency and the bottom line. In other words, it is not only scenarios that are constructed but people who are privileged, ignored and/or marginalized.

In much of these accounts of business, history – either implicitly or explicitly – is drawn on for support and legitimacy (Rowlinson & Hassard, 1993). This ranges from corporate histories of selected businesses (Smith, 1986) or classes of business (Wilkins, 1974) through to histories of the field (George, 1968; Khurana, 2007; Urwick, 1956; Wren, 1972). Over recent years there have been calls not only for more historical analyses in management and organization studies (Clark & Rowlinson, 2004) but also for greater discussion of historical methods (Booth & Rowlinson, 2006; Bowden, 2016, 2018), opening up possibilities for new narratives of business (Cummings, Bridgman, Hassard, & Rowlinson, 2017; Durepos & Mills, 2012; Williams & Mills, 2017).

This volume on ‘History and Business Storytelling’ will provide insights into stories fostering the idea of business, including, but not limited to:

  • the relationship between historical methods and business storytelling (Cummings et al., 2017)
  • the processes through which certain business stories are developed  (Durepos, 2015)
  • revisiting classic tales (Hassard, 2012)
  • re-envisioning the field through alternative narratives (Foster et al., 2014)
  • uses and abuses of storytelling in business (Suddaby, Foster, & Trank, 2010)
  • business narratives and voices from the South (Prasad, 2003)
  • Historical methods as business narratives (White, 1987)
  • Antenarratives  (Boje, 2010)
  • Case studies as narratives of business (Raufflet & Mills, 2009)
  • Business studies as tales of the field (Van Maanen, 1988)
  • Business storytelling and gendered narration (Calás & Smircich, 1996)
  • Business storytelling and intersectional characterization (Brah & Phoenix, 2004)
  • Narratives as organization (Czarniawska & Gagliardi, 2003)
  • Business archives as storytelling cache’s (Decker, 2013)

 

Chapters should explore stories/narratives used in the process of producing the idea of business. There is no methodological preference for this chapter and authors may use any forms of method ranging from positivist (Bowden, 2018)  to postmodernist (Boje, 1995).      

Submissions should be no more than thirty pages, double spaced, times new roman 12 font, with one-inch margins.  All questions regarding chapters should be directed to Albert J. Mills, volume editor (albert.mills@smu.ca). 

Proposals for chapters should be no more than three double spaced pages and are due on May 22, 2019.   

 

Acker, J. (1990). Hierarchies, jobs, bodies: A theory of gendered organizations. Gender & Society, 4(2), 139-158.

Bendix, R. (1974). Work and Authority in Industry. Berkeley, CA: University of California Press.

Boje, D. M. (1995). Stories of the Storytelling Organization: A Postmodern Analysis of Disney as “Tamara-Land”. The Academy of Management Journal, 38(4), 997-1035.

Boje, D. M. (2010). Narrative Analysis. In A. J. Mills, G. Durepos, & E. Wiebe (Eds.), Sage Encyclopedia of Case Study Research (Vol. II, pp. 591-594). Thousand Oaks, CA: Sage.

Boje, D. M.; Rosile, G. A. (in press). Download at https://www.dropbox.com/sh/bd297r9f6lhgjeh/AAChF7KdZH7hvz3aGIySrTJwa?dl=0

Booth, C., & Rowlinson, M. (2006). Management and organizational history: Prospects. Management & Organizational History, 1(1), 5-30.

Bowden, B. (2016). Editorial and note on the writing of management history. Journal of Management History, 22(2), 118-129. doi:10.1108/jmh-02-2016-0009

Bowden, B. (2018). Work, Wealth, & Postmodernism. The intellectual conflict at the heart of business endeavour. London: Palgrave.

Brah, A., & Phoenix, A. (2004). Ain’t I a woman? Revisiting intersectionality. Journal of International Women’s Studies, 5(3), 75-86.

Burnham, J. (1941). The Managerial Revolution. New York: Putnam.

Burns, T., & Stalker, G. (1961). The Management of Innovation. London.: Tavistock.

Calás, M. B., & Smircich, L. (1996). Not Ahead of her Time: Reflections on Mary Parker Follett as Prophet of Management. Organization, 3(1), 147-152. doi:10.1177/135050849631008

Chandler, A. D. (1977). The Visible Hand. Cambridge, MA: Harvard University Press.

Chandler, A. D. (1984). The emergence of managerial capitalism. Business History Review, 58(Winter), 473-503.

Clark, P., & Rowlinson, M. (2004). The Treatment of History in Organization Studies: Toward an “Historic Turn”? Business History, 46(3), pp.331-352.

Copeland, M. T. (1958). And Mark An Era. The Story of the Harvard Business School. Boston: Little, Brown and Company.

Corke, A. (1986). British Airways. The Path to Profitability. London: Frances Pinter.

Cummings, S., Bridgman, T., Hassard, J., & Rowlinson, M. (2017). A New History of Managment. Cambridge: Cambridge University Press.

Czarniawska, B., & Gagliardi, P. (Eds.). (2003). Narratives We Organize By. Amsterdam: John Benjamins Publishing Company.

Decker, S. (2013). The silence of the archives: business history, post-colonialism and archival ethnography. Management & Organizational  History, 8(2), 155-173.

DiMaggio, P. J., & Powell, W. (1983). The Iron cage revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, 48, 147-160.

Donaldson, L. (1985). In Defence of Organization Theory. Cambridge: Cambridge University Press.

Drucker, P. F. (1939). The end of economic man : a study of the new totalitarianism. New York: The John Day Co.

Drucker, P. F. (1942). The future of industrial man. New York,: The John Day company.

Drucker, P. F. (1947). Big business : a study of the political problems of American capitalism. London , Toronto: W. Heinemann ltd.

Durepos, G. (2015). ANTi-History: toward amodern histories. In P. G. McLaren, A. J. Mills, & T. G. Weatherbee (Eds.), The Routledge Companion to Management and Organizational History (pp. 153-180). London: Routledge.

Durepos, G., & Mills, A. J. (2012). ANTi-History: Theorizing the Past, History, and Historiography in Management and Organizational Studies. Charlotte, NC: Information Age Publishing

Foster, J., Mills, A. J., & Weatherbee, T. G. (2014). History, field definition and management studies: the case of the New Deal. Journal of Management History, 20(2), 179-199.

Fukuyama, F. (2006). The end of history and the last man (1st Free Press trade pbk. ed.). New York: Free Press ;.

George, C. S. (1968). The History of Management Thought. Englewood Cliffs, NJ: Prentice-Hall, Inc.

Gunn, J. (1985). The defeat of distance : Qantas 1919-1939. St. Lucia, Qld.: University of Queensland Press.

Hassard, J. (2012). Rethinking the Hawthorne Studies: The Western Electric research in its social, political and historical context. Human Relations, 65(11), 1431-1461. doi:10.1177/0018726712452168

Hayek, F. (1944). The Road to Serfdom. London: Routledge.

Jacques, R. (1996). Manufacturing the Employee: Management Knowledge from the 19th to 21st Centuries. London: Sage.

Jacques, R. (1997). The Unbearable Whiteness of Being: Reflections of a Pale, Stale Male. In P. Prasad, A. J. Mills, M. Elmes, & A. Prasad (Eds.), Managing the Organizational Melting Pot: Dilemmas of Workplace Diversity (pp. 80-106). Thousand Oaks, CA: Sage.

Khurana, R. (2007). From Higher Aims To Hired Hands. The Social Transformation of American Business Schools and the Unfulfilled Promise of Management as a Profession. Princeton: Princeton University Press.

Marx, K. (1999). Capital: a critical analysis of capitalist production (Abridged ed.). London: Oxford University Press.

McDonald, D. (2017). The Golden Passport. New York: Harper-Collins.

McQuaid, K. (1994). Uneasy Partners. Big Business in American Politics 1945-1990. Baltimore: Johns Hopkins.

Mittal, S., & Dhar, R. (2015). Transformational leadership and employee creativity. Management Decision, 53(5), 894-910.

Parker, M. (2002). Against management : organization in the age of managerialism. Cambridge: Polity.

Prasad, A. (Ed.) (2003). Postcolonial Theory and Organizational Analysis: A Critical Engagement. London: Palgrave.

Prasad, A. (Ed.) (2012). Against the Grain. Copenhagen: Copenhagen Business School Press.

Pugh, D. S., & Hickson, D. J. (1976). Organisational Structure in its Context: the Aston Programme I. London: Saxon House.

Raufflet, E., & Mills, A. J. (Eds.). (2009). The Dark Side: Critical Cases on the Downside of Business. Sheffield: Greenleaf Publishing.

Rowlinson, M., & Hassard, J. (1993). The invention of corporate culture – A history of the histories of Cadbury. Human Relations, 46(3), 299-326.

Smith, P. (1986). It Seems Like Only Yesterday: Air Canada –  The first 50 Years. Toronto: McClelland and Stewart Limited.

Suddaby, R., Foster, W. M., & Trank, C. Q. (2010). Rhetorical History as a Source of Competitive Advantage. Advances in Strategic Management, 27, 147-173.

Urwick, L. (Ed.) (1956). The Golden Book of Management: A Historical Record of the Life and Work of Seventy Pioneers. London: Newman Neame Limited.

Van Maanen, J. (1988). Tales of the Field. Chicago: The University of Chicago Press.

Weber, M. (1967). The Protestant Ethic and the Spirit of Capitalism (T. Parsons, Trans.). London: Allen & Unwin.

Weick, K. E. (1995). Sensemaking in Organizations. London, UK: Sage Publications Inc.

White, H. (1987). The Content of the Form: Narrative Discourse and Historical Representation. London: John Hopkins University Press.

Wilkins, M. (1974). The Maturing of Multinational Enterprise. American Business Abroad from 1914 to 1970. Cambridge, MA: Harvard University Press.

Williams, K. S., & Mills, A. J. (2017). Frances Perkins: gender, context and history in the neglect of a management theorist. Journal of Management History, 23(1), 32-50. doi:10.1108/jmh-09-2016-0055

Woodward, J. (1958). Management and Technology. London: HMSO.

Wren, D. A. (1972). The Evolution of Management Thought. New York: The Ronald Press Co.

 

PhD & Post-Doc event: Crisis, Resilience & Risk

The Centre for Business History in Scotland (CBHS), at the University of Glasgow are holding a three-day event aimed at PhD students and early career Post-Docs on 26-28 August 2019.  The event is being organised by CBHS, Glasgow, with assistance from the department of Modern History at the University of Tuebingen, Germany.  The theme of the Summer School is, “Business beyond the Business Cycle:  Crises, Resilience and Risk Management, c.1850-2000.

Please circulate the attached Call for Papers to any PhD students or Post Docs you think might be interested in presenting a paper at the Summer School.  The deadline for applications is Monday, 10 June 2019.

Also, if you wish to attend and/or participate, please email the organisers, Dr Christopher Miller, Christopher.Miller@glasgow.ac.uk or Dr Daniel Menning, Daniel.Menning@uni-tuebingen.de.

 

BH SI CfP: Gender, Feminism, and Business History

Business History Special Issue Call for Papers

Gender, Feminism, and Business History: From periphery to centre

 

Guest editors:

Hannah Dean, University of St Andrews, UK

Linda Perriton, University of Stirling, UK

Scott Taylor, University of Birmingham, UK

Mary Yeager, University of California Los Angeles, USA

 

Submission deadline: 15 January 2020.

 

Gender relations represent one of the most significant social issues of modernity, profoundly affecting both women and men’s educational, economic, and political lives. Feminist theory and activism during the last two centuries is the highest profile marker of this, shaping our understanding of gender relations by focusing on equality, social justice, discrmination, inclusion/exclusion, and latterly the intersection of gender with race and ethnicity. The established territory of business history is the global north, after the mid-19th century, focusing on industrial production companies. Despite the changes provoked by feminism and greater recognition of the material and symbolic importance of gender relations, business history as a field maintains a largely gender-free and feminism-free centre. This special issue is designed to change that, by bringing both gender and feminism from the periphery of business history to its centre.

 

Gendered analysis of business history is a considerable field, but perhaps the most prominent challenge it has mounted to date is to the straightforward narratives of great men founding and building large organizations. The simple ‘great man’ narrative may still be a significant staple of the research undertaken in the field, but it is only one possible approach among many. There is empirical and conceptual space for other, very different, narratives of business history and the history of business.

 

This special issue is the first in this field for almost a decade to be dedicated to gender and business and/or organizational history. With it, we want to create a space for research that brings gender and feminism to business history’s centre, to provoke further dialogue and debate about alternative frameworks for research within and beyond the issue itself. We expect contributions to accomplish either or both of the following  aims:

 

  1. To explore the significance of feminist theories and gender in advancing the analysis and understanding of women in particular as business owners, entrepreneurs, or as funders, silent partners, and designers supporting more visible business activity by men;
  2. To advance understanding of women and men working or living on the margins of the established territory of business history – i.e. outside of the global north, before the mid-19th century, outside of established industries, and as critics of masculinised ways of doing business.

 

In order to develop these broad aims, and in keeping with the aims of Business History, contributions to the Special Issue might explore (but is not limited to) the following topics:

 

  • What source materials and archives might offer a more complete understanding of women and feminism in business history?
  • What are the implications of changes occuring in the archive profession, and other developments such as the increase in feminist archiving?
  • How can gender and feminist perspecitves shed new light on the historical analysis of social strucutures inlcuding social, economic and politics systems as well as power?
  • How can gender and feminist perspectives inform business history not only from a Western perspectives but also from other perspectives inlcuding outside of the Anglo-American bubble i,e, Latin America, Africa and Asia?
  • How can gender and feminist perspectives inform business history before the 19th century?
  • How should the corporate archive and the firm in particular be interpreted when thinking about gender, feminism, and business history?
  • What changes to research questions, methods, or narratives, are necessary to enable women and feminism to be more effectively written into business histories as full participants?
  • How can we account for the role that women played in creating the opportunities e.g. as funders, silent partners, or as designers for ‘great men’ to dominate business histories?
  • How can business history contribute to the conceptual development of key feminist analytics such as sexism, patriarchy, or misogyny?
  • How would a gendered analysis of business history classics contribute to our understanding of them? For example, what would a feminist re-reading of Alfred Chandler’s work tell us?

 

Contributions are expected to build on the rich empirical, analytical, and methodological traditions in this journal and in the field more generally. We would very much welcome contributions from scholars located beyond business and management Schools, interdisciplinary work, and from scholars geographically located outside the global north.

 

Submission Instructions

  • This call is open and competitive. All submissions will be peer reviewed following the standard practice of the journal.
  • To be considered for this special issue, submissions must fit with the Aims and Scope of Business History, as well as this call for papers.
  • The guest editors will select a limited number of papers to be included in the special issue. Other papers submitted to the special issue may be considered for publication in other issues of the journal at the discretion of the Editor-in-Chief.
  • This special issue welcomes all contributions that address the broad themes described above. All submissions should be based on original research and innovative analysis.
  • For empirical papers based on sources or data sets from which multiple papers have been generated, authors must provide the Guest Editors with copies of all other papers based on the same data or sources.
  • The maximum submission length is 10,000 words (including graphs and tables).
  • Submissions must not be under consideration with another journal.
  • The submission deadline is 15 January 2020 via ScholarOne, using the drop-down menu to indicate that the submission is to the Special Issue on Gender, Feminism, and Business History.
  • Please ensure that your manuscript fully complies with the publishing style of formatting regulation of Business Historyas per their ‘Instructions for authors’
  • Authors may be asked to use an English language copyeditor before final acceptance.

 

Please direct questions about the submission process, or any administrative matter, to the Editorial Office: [email address].

 

The guest editors of this special issue would be happy to be contacted directly with queries relating to potential submissions:

 

Hannah Dean hd48@st-andrews.ac.uk

Linda Perriton linda.perriton@stir.ac.uk

Scott Taylor s.taylor@bham.ac.uk

Mary Yeager yeager@ucla.edu