I’m delighted to announce that the journal Management and Organizational History has been accepted for inclusion in the Social Sciences Citation Index.
The journal is indexed from Volume 12, Issue 1 (2017), so we expect to see it receive its first official impact factor score in 2020.
While journal impact factors provide only a crude measure of journal quality, these types of metrics are becoming increasingly important in influencing where scholars choose to publish their work. Inclusion in the SSCI is therefore a welcome indication of the esteem in which the journal is held, as well as being good news for the wider discipline of business and organizational history.
Peter Miskell (on behalf of the Editorial Team at MOH)
The Roman god Janus faced both forward and backward in time. In addition to being the god of time, he was also associated with gateways and doors.
Presentation: 20 February, 15:30 and 16:30 at University of Liverpool Management School Seminar Room 4
“History and the Micro-foundations of Dynamic Capabilities” by Roy Suddaby, University of Victoria. Abstract. The capacity to manage history is an important but undertheorized component of dynamic capabilities. Following Teece (2007), we observe that the micro-foundations of strategic action, particularly in rapidly changing environments, are premised on the ability of the firm to enact change by sensing opportunity in the future, seizing that opportunity in the present and reconfigure organizations by overcoming the historical constraints of their past. To accomplish this, firms must acquire a historical consciousness – an awareness of history as an objective, interpretive and imaginative cognitive skill. In order to fully exploit dynamic capabilities, firms must acquire the ability to manage…
It is commonly acknowledged that history matters in strategy. However, the strategy literature mainly discusses history in terms of path dependency, leaving little room for managerial agency, despite growing anecdotal evidence that managers can actively draw on corporate history to improve decision-making. An emerging literature on how managers use the past to give sense to internal and external stakeholders has given rise to a more agent-based approach to history, but while sense-giving is commonly connected to sense-making as a driver of strategic change, the role of…
Organised by the
French Association for the History of Management and Organizations (AHMO) and Université
Côte d’Azur – EDHEC Business School, GREDEG (UMR 7321) and MSHS Sud-Est (USR
« Like pipes
in a wall crucial to having running water in a home, the informational infrastructure was nearly invisible. Use of information proved so routine, indeed mundane, that like using a faucet or bathroom
fixtures, people did not think about it, because it was always present. It is information’s pervasive, embedded nature that perhaps accounts for why we […] have not paid
much attention to it. But now we should, because as happens, once a phenomenon
is named or is made obvious, it becomes easier to optimize its use. »
In his book on the history of information in the United States, James W.
Cortada argues for the need to understand evolving characteristics of
information ecosystems. Cortada defines these ecosystems as facilitators of
three activities of our contemporary societies: ‘appreciating what needs to be
understood, seeing how this understanding should be developed, and seeing how
it could be used’.
Since World War II, the amount of information stored and processed in
organisations has grown exponentially, giving rise to a new category of
‘knowledge workers’ performing in horizontal information structures.
Based on the assumption that each firm and each industry develop idiosyncratic
knowledge, organisation and strategy scholars of the 1970s introduced
information as a fourth factor of production. Then, in the 1980s, the
information ‘revolution’ shook up traditional industrial structures with
changes in competitive rules and the introduction of new forms of competitive
Since then, the use of information with respect to accounting, finance,
personnel, prices, logistics or customers significantly expanded, especially
with the increasing computerisation that helped people to better store, process
and share information to improve strategic decisions.
These recent changes have led to new forms of science that became necessary to
support professional managers’ decisions and to develop new knowledge-based
The 24th Colloquium in the History of Management and
Organizations aims to generate a historical perspective to our understanding of
the use of these different forms of information in organizations. Papers
aligned with four sub-themes are particularly welcomed:
The evolution of the use of information for
accounting information is often considered as one of the first languages in
organisations, other accounts (relative to finance, personnel, price, logistics
and customers) appeared relevant to store with the aim to assist decisions and
strategic choices made by firms. What have these evolutions been? For which types
of information? And for what aim?
The history of scientific knowledge and its
diffusion in management and organisation studies: The rise of information in organisations has
coincided with the professionalization of managers who express the need to
formalise and transfer their managerial knowledge. The diffusion of knowledge
human resources management,
attracted the attention of scholars. What trajectories have taken these
diffusions? For which type of knowledge? In which institutional contexts?
The account of information as an intangible
asset in organisations: given
the immaterial nature of information and tacit knowledge, the challenge to
transform this asset in value creation has long questioned scholars. Currently,
the idea to re-materialise or to make more visible these information
infrastructures has led to new issues and to new research avenues aligned with
sociological oriented approaches dealing with materiality in organisations.
Concerns related to security and standardization could also be considered.
Digital transformation and new forms of value
for information: Considered by
some scholarsas a fourth industrial
revolution, current digital transformation is seen as a phenomenon based on
unprecedented technological changes such as artificial intelligence, virtual
reality and the Internet of Things. The consequences of these technological
innovations, despite being very uncertain regarding their social impacts,put the user at the heart of
innovation processes providing value to personal data and disrupting
traditional business models. To what extent are these current transformations
part of a longer history of computer science and of management information
These sub-themes are non-exhaustive and given the main theme of the
colloquium, pluridisciplinary research is particularly encouraged (within
management studies or with other sciences such as computer science, law,
sociology, economics, psychology, etc.).
Speaker: James W. Cortada is a business
historian and Senior Research Fellow at the University of Minnesota. Dr.
Cortada spent nearly 40 years working at IBM in sales, consulting, management
and executive positions. He is the author of both ICT management books
and business history. He is the author of All the Facts: A
History of Information in the United States Since 1870 (2016)
and IBM: The Rise and Fall and Reinvention of a Global Icon (2019).
The Colloquium will start with a doctoral workshop organised on 27 March
at EDHEC Business School. Ph.D. students who seek to present their work should
send a ten-page document presenting research area (theme, research questions),
theoretical framework, methodology, first results and main bibliographical
First- or second-year Ph.D. students or Ph.D. students incorporating a
historical dimension in their dissertation in management are strongly
encouraged to apply.
Papers: Short papers (3000
words) written either in English or French should be submitted no later
than 14 December 2018. Full texts will be accepted.
Acceptance: Notification of
papers accepted for inclusion in the conference program will be made by 25January 2019.
Final version of
50,000 signs): 22 February 2019. Final papers should
be written either in English or French with summaries in French and
Lise Arena, Université Côte d’Azur
Régis Boulat, Université de Haute-Alsace
Ludovic Cailluet, EDHEC Business School
Muriel Dalpont-Legrand, Université Côte d’Azur
Mathieu Floquet, Université de Lorraine
Patrick Fridenson, EHESS
Gérald Gaglio, Université Côte d’Azur
Eric Godelier, Ecole Polytechnique
Hélène Gorge, Université Lille 2-Skema Business School
this, cf. pioneering work conducted by M. Aoki on Japanese (versus American) firms and their
information structures in the 1980s – Aoki, M. 1986. « Horizontal versus
Vertical Information Structure of the Firm. » American Economic Review 76(5): 971-983.
Porter, M.E., and V.E. Millar. 1985. « How Information Gives You
Competitive Advantage. » Harvard
Business Review 63(4): 149-160.
 The use of information in
decision-making was discussed much earlier in 1960s by: Simon, H. A. 1960. The New Science of Management Decision.
New-York: Harper & Row.
 Lamendour, E., and Y. Lemarchand. 2015. « La magie du chiffre. » Entreprises et Histoire 79(2).
 Hautcoeur, P.-C., and A. Riva.
2012. « The Paris Financial Market in the Nineteenth Century :
Complementarities and competition in microstructures ». Economic History Review 65(4): 1326-1353.
 Cochoy, F. 1999. Une histoire du
marketing – discipliner l’économie de marché. Paris : La Découverte.
 Collings, D.G., and G. Wood. 2009. Human Resource Management: A Critical
Approach. London: Routledge.
 Van Creveld, M. 1977. Supplying War – Logistics from Wallenstein
to Patton. Cambridge: Cambridge University Press.
 Cailluet, L. 2008. « La fabrique de la stratégie : Regards
croisés sur la France et les États-Unis ». Revue Française de Gestion 188-189(8) : 143-159.
 Murphy, C.N., and J. Yates. 2009. The International
Organization for Standardization (ISO): Global Governance through Voluntary
Consensus. London: Routledge.
 Bounfour, A. (coord.) 2010. « De l’informatique aux systèmesd’information dans les entreprises ». Entrepriseset Histoire. 60(3).
A crisis in ‘coming to terms with the past’?
At the crossroads of translation and memory
1-2 February 2019
Senate House, London
Over the past decade, a particular notion of ‘coming to terms with the past’, usually associated with an international liberal consensus, has increasingly been challenged. Growing in strength since the 1980s, this consensus has been underpinned by the idea that difficult historical legacies, displaced into the present, and persisting as patterns of thought, speech and behaviour, needed to be addressed through a range of phenomena such as transitional justice, reconciliation, and the forging of shared narratives to ensure social cohesion and shore up democratic norms.
Hilton Cartagena de Indias, Avenida Almirante Brion, El Laguito,
Cartagena de Indias, 130001, Colombia
Organizers: Christina Lubinski (email@example.com) & Bill Foster (firstname.lastname@example.org); Organized under the auspice of the BHC workshop committee; supported by the Copenhagen Business School “Rethinking History at Business Schools”-Initiative
Deadline for submissions: Friday, February 8, 2019
Knowledge is a central asset in business. Companies and organizations accumulate a pool of knowledge, whether it is knowledge about their customers’ needs and wants, their business environment, or the skills and experience of their employees. They also engage with a variety of different kinds of knowledge, such as explicit, formalized, or tacit knowledge and knowledge embedded in skills and bodies. The different ways in which businesspeople gather, share and capitalize on knowledge is a crucial competitive advantage (or disadvantage) in all market endeavors. Knowledge is also a product. Knowledge-focused industries—such as consulting, academia and education, accounting, IT or legal services—sell innovative intellectual and educational products and services on a market for knowledge.
In this paper development workshop, we discuss work-in-progress papers addressing business knowledge from a historical perspective. We welcome contributions about the development of business knowledge over time, be that in the context of commercial enterprises, non-for-profit organizations, or educational institutions broadly construed. We specifically encourage historians who are interested in the development of curricula of business knowledge, their pedagogy, research endeavors; or in knowledge stakeholders, their politics, goals, relationships and work processes.
Also, we welcome and encourage interested contributors to submit papers that fit with the Academy of Management Learning and Education (AMLE) special issue “New Histories of Business Schools and How They May Inspire New Futures”. The workshop will provide a setting where authors can discuss paper ideas and/or draft papers for this issue. Christina Lubinski, special issue Guest Editor, and Bill Foster, Editor of AMLE, will provide feedback and answer questions related to the special issue. Deadline for submissions to the special issue is March 2020. For details, see the official call for papers: https://aom.org/uploadedFiles/Publications/AMLE/History_of_bus_schools_for_web.pdf
We believe that historical research on business knowledge makes valuable contributions to research in business history, management, and education. It will also generate valuable insights for policy makers, managers and academics. Examining how our historical understanding of business knowledge foregrounds some aspects of these complex phenomena while downplaying others encourages discussions about these choices, critical and revisionist histories and new lines of thinking. This workshop is an opportunity to “test-drive” innovative critical arguments and taken-for-granted barriers to change within the complex and intertwined environment of universities, the business community, government, and civil society. We are also keen to engage with how these discussions may stimulate innovations in the way we configure education and, consequently, how we teach, conduct research, view our academic profession, and relate to our stakeholders.
We welcome work-in-progress at all stages of development. Interested scholars may submit two types of submissions for discussion: full draft papers (of up to 8,000 words) or extended abstracts/paper ideas (of 1,000 to 3,000 words). The workshop will take place immediately before the BHC meeting and at the same location, the Hilton Cartagena de Indias. Paper selection and registration is separate from the annual meeting. Participation in both BHC meeting and workshop is possible and encouraged. The PDW is part of the “Rethinking History at Business Schools”-Initiative by Copenhagen Business School.
If you are interested in participating, please submit your paper draft (of up to 8,000 words) or paper idea (1,000 to 3,000 words) and a one-page CV to Christina Lubinski (email@example.com) by Friday, February 8, 2019. Feel free to contact the organizers with your paper ideas if you are interested in early feedback or want to inquire about the fit of your idea with this PDW.
The above full-time post is available from December 1st 2018 until 30th November 2019 on a fixed-term basis.
The University of Exeter is a Russell Group university in the top 200 of universities worldwide. We combine world-class teaching with world-class research, and have achieved a Gold rating in the Teaching Excellence Framework Award 2017. We have over 22,000 students and 4600 staff from 180 different countries and have been rated the WhatUni2017 International Student Choice. Our research focuses on some of the most fundamental issues facing humankind today, with 98% of our research rated as…
Special issue call for papers from Journal of Entrepreneurship and Public Policy
Michael J. Douma, Georgetown University, McDonough School of Business
Rationale for the special issue:
1. Promote historical understanding of entrepreneurship.
2. Recognize the impact of entrepreneurs on historical change.
3. Reconceptualize historians as entrepreneurs.
4. Consider ways to add entrepreneurial activity to the syllabus and curriculum of business and economic history.
Overview: Josef Schumpeter lamented that historians generally believe that “all that is needed to explain a given historical development is to indicate conditioning or causal factors.” (Schumpeter, 1947). Schumpeter countered that the “creative response” that actors have to certain conditions and factors is less predictable. Indeed, historians can never know all of the conditions or factors contributing to change. We know that cause and effect can never been seen, but that it must be intuited from the evidence. By recognizing the creative responses of individual…
A number of business historians are presenting at the Strategic Management Society conference, which is being held this week in Paris. The presence of a number of business historians at SMS in encouraging to me, as it is a sign that business historians are now increasingly participating in debates in strategy. In a sense, these business historians are building on the success of those business historians who have made inroads into the field of organization studies. Earlier this month, I got to hear Juha-Antti Lamberg and Jari Ojala, both of the University of Jyvaskyla, present an important paper on the relationship between business history and strategy.
Even though my own co-authored paper was not accepted by the SMS organizers, I would like to extend warm congratulations to the business historians mentioned here.
Monsanto’s Black Box: Technology, Strategy, and Resource Ownership and Control
Shane Hamilton, University of York Beatrice D’Ippolito, University…