Journal of Management HistoryTable of Contents for Journal of Management History. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/1751-1348/vol/30/iss/1?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestJournal of Management HistoryEmerald Publishing LimitedJournal of Management HistoryJournal of Management Historyhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/752a43dd65d0193783907087fa0b7be0/urn:emeraldgroup.com:asset:id:binary:jmh.cover.jpghttps://www.emerald.com/insight/publication/issn/1751-1348/vol/30/iss/1?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEditorialhttps://www.emerald.com/insight/content/doi/10.1108/JMH-01-2024-304/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEditorialEditorial
Jeff Muldoon
Journal of Management History, Vol. 30, No. 1, pp.1-5]]>
Editorial10.1108/JMH-01-2024-304Journal of Management History2024-01-11© 2024 Emerald Publishing LimitedJeff MuldoonJournal of Management History3012024-01-1110.1108/JMH-01-2024-304https://www.emerald.com/insight/content/doi/10.1108/JMH-01-2024-304/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
A two-decade history of women’s entrepreneurship research trajectories in developing economies context: perspectives from Indiahttps://www.emerald.com/insight/content/doi/10.1108/JMH-11-2022-0064/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper seeks to add a historical perspective to the contemporary debate concerning women’s entrepreneurship in India. This study aims to explore the quantitative and qualitative research map of the research field of women’s entrepreneurship. Through this exploration, the authors aim to portray the historical and contemporary factors related to women’s entrepreneurship development in India, the problems and the opportunities. Future research opportunities are also identified based on the keyword analysis. The study uses a systematic literature review to analyze the historical and theoretical perspectives of women’s entrepreneurship in India. The bibliometric analysis portrays the publication landscape, including the most popular journals, authors and countries, citation analysis and keyword analysis. The content analysis reveals the thematic clusters of the research field. The content analysis of the management literature on women’s entrepreneurship reveals four primary clusters from the research: contextual embeddedness in women’s entrepreneurship, reasons for starting a business, microfinance interventions and empowerment of women entrepreneurs and marginalization dynamics for women entrepreneurs in India’s informal sector. The study also presents implications for policymakers and a women entrepreneurs’ development framework. To the best of the author’s knowledge, this study is the first to comprehensively analyze the management literature on women’s entrepreneurship in India from a historical perspective. The study combines bibliometric mapping and content analysis for a holistic presentation of the research field of women’s entrepreneurship in India and future research opportunities.A two-decade history of women’s entrepreneurship research trajectories in developing economies context: perspectives from India
Léo-Paul Dana, Meghna Chhabra, Monika Agarwal
Journal of Management History, Vol. 30, No. 1, pp.6-28

This paper seeks to add a historical perspective to the contemporary debate concerning women’s entrepreneurship in India. This study aims to explore the quantitative and qualitative research map of the research field of women’s entrepreneurship. Through this exploration, the authors aim to portray the historical and contemporary factors related to women’s entrepreneurship development in India, the problems and the opportunities. Future research opportunities are also identified based on the keyword analysis.

The study uses a systematic literature review to analyze the historical and theoretical perspectives of women’s entrepreneurship in India. The bibliometric analysis portrays the publication landscape, including the most popular journals, authors and countries, citation analysis and keyword analysis. The content analysis reveals the thematic clusters of the research field.

The content analysis of the management literature on women’s entrepreneurship reveals four primary clusters from the research: contextual embeddedness in women’s entrepreneurship, reasons for starting a business, microfinance interventions and empowerment of women entrepreneurs and marginalization dynamics for women entrepreneurs in India’s informal sector. The study also presents implications for policymakers and a women entrepreneurs’ development framework.

To the best of the author’s knowledge, this study is the first to comprehensively analyze the management literature on women’s entrepreneurship in India from a historical perspective. The study combines bibliometric mapping and content analysis for a holistic presentation of the research field of women’s entrepreneurship in India and future research opportunities.

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A two-decade history of women’s entrepreneurship research trajectories in developing economies context: perspectives from India10.1108/JMH-11-2022-0064Journal of Management History2023-03-28© 2023 Emerald Publishing LimitedLéo-Paul DanaMeghna ChhabraMonika AgarwalJournal of Management History3012023-03-2810.1108/JMH-11-2022-0064https://www.emerald.com/insight/content/doi/10.1108/JMH-11-2022-0064/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
America’s greatest entrepreneurs and businesspeople: the third decennial survey of business historianshttps://www.emerald.com/insight/content/doi/10.1108/JMH-02-2023-0012/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to continue and extend the ongoing conversation about greatness in American business. This survey, conducted in 2021, replicates and extends McCormick and Folsom’s 2001 and 2011 rankings of the greatest entrepreneurs and businesspeople in American history. The authors’ pool surveyed 51 experts to develop an updated ranking and explore factors of greatness. Henry Ford topped the ranking followed by John D. Rockefeller and Steve Jobs. Business scholars ranked Oprah Winfrey the greatest female and minority businessperson. The authors extend previous research by surveying the authors’ expert pool about factors of greatness in American business history. “Ability to imagine or envision the future” ranked highest with “created wealth for shareholders” in last place.America’s greatest entrepreneurs and businesspeople: the third decennial survey of business historians
Blaine McCormick, Jonathan Bean
Journal of Management History, Vol. 30, No. 1, pp.29-40

The purpose of this paper is to continue and extend the ongoing conversation about greatness in American business.

This survey, conducted in 2021, replicates and extends McCormick and Folsom’s 2001 and 2011 rankings of the greatest entrepreneurs and businesspeople in American history. The authors’ pool surveyed 51 experts to develop an updated ranking and explore factors of greatness.

Henry Ford topped the ranking followed by John D. Rockefeller and Steve Jobs. Business scholars ranked Oprah Winfrey the greatest female and minority businessperson.

The authors extend previous research by surveying the authors’ expert pool about factors of greatness in American business history. “Ability to imagine or envision the future” ranked highest with “created wealth for shareholders” in last place.

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America’s greatest entrepreneurs and businesspeople: the third decennial survey of business historians10.1108/JMH-02-2023-0012Journal of Management History2023-05-19© 2023 Emerald Publishing LimitedBlaine McCormickJonathan BeanJournal of Management History3012023-05-1910.1108/JMH-02-2023-0012https://www.emerald.com/insight/content/doi/10.1108/JMH-02-2023-0012/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Business process reengineering leadership: princes of Machiavellihttps://www.emerald.com/insight/content/doi/10.1108/JMH-07-2022-0026/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to establish a supported and validated reference point for Machiavellianism as an antecedent to the contemporary management philosophy of business process reengineering (BPR). This paper analyzes BPR and Machiavellianism by using the seminal work of Hammer and Champy (1993) on BPR and the original writings of Machiavelli coupled with the personal correspondence of Machiavelli with his contemporaries. The findings of this research indicate that the constructs of Machiavellian thought transcend the five centuries since the publication of The Prince, and can be found in the contemporary managerial framework of BPR. This comparison of historical leadership frameworks demonstrates how recent management decisions in companies show the rise of Machiavellian as BPR. In an analysis of these theories, the authors show similarities in five significant tenets of business leadership and argue how these repackaged ideas and prescriptions undermine employee-centric advances. This comparison reviews the managerial frameworks presented in Machiavelli’s The Prince and Hammer and Champy’s book Reengineering the Corporation through the theoretical tenets of leadership. Employment of Machiavellianism and BPR results in an expendable utilization of followers and employees. Implications abound for modern managers, as the authors emphasize the elements and outcomes which lead to deleterious organizational outcomes. In an analysis of these theories, the authors argue how these strategies undermine employee-centric advances within human relations by embracing these repackaged ideas and concepts. This research leverages historical perspective to provide a qualitative understanding of the follies of recycled versions of Machiavelli’s ideas. The overall study and inquiry of BPR from a leadership perspective is not robust and leaves antecedents and influences critically unevaluated.Business process reengineering leadership: princes of Machiavelli
Dan Mertens, Salvador G. Villegas, Marlon G. Ware, Edward F. Vengrouskie, Robert Lloyd
Journal of Management History, Vol. 30, No. 1, pp.41-59

The purpose of this paper is to establish a supported and validated reference point for Machiavellianism as an antecedent to the contemporary management philosophy of business process reengineering (BPR).

This paper analyzes BPR and Machiavellianism by using the seminal work of Hammer and Champy (1993) on BPR and the original writings of Machiavelli coupled with the personal correspondence of Machiavelli with his contemporaries.

The findings of this research indicate that the constructs of Machiavellian thought transcend the five centuries since the publication of The Prince, and can be found in the contemporary managerial framework of BPR. This comparison of historical leadership frameworks demonstrates how recent management decisions in companies show the rise of Machiavellian as BPR. In an analysis of these theories, the authors show similarities in five significant tenets of business leadership and argue how these repackaged ideas and prescriptions undermine employee-centric advances.

This comparison reviews the managerial frameworks presented in Machiavelli’s The Prince and Hammer and Champy’s book Reengineering the Corporation through the theoretical tenets of leadership.

Employment of Machiavellianism and BPR results in an expendable utilization of followers and employees. Implications abound for modern managers, as the authors emphasize the elements and outcomes which lead to deleterious organizational outcomes.

In an analysis of these theories, the authors argue how these strategies undermine employee-centric advances within human relations by embracing these repackaged ideas and concepts.

This research leverages historical perspective to provide a qualitative understanding of the follies of recycled versions of Machiavelli’s ideas. The overall study and inquiry of BPR from a leadership perspective is not robust and leaves antecedents and influences critically unevaluated.

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Business process reengineering leadership: princes of Machiavelli10.1108/JMH-07-2022-0026Journal of Management History2023-07-04© 2023 Emerald Publishing LimitedDan MertensSalvador G. VillegasMarlon G. WareEdward F. VengrouskieRobert LloydJournal of Management History3012023-07-0410.1108/JMH-07-2022-0026https://www.emerald.com/insight/content/doi/10.1108/JMH-07-2022-0026/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
How bad do you want it? A bibliometric review of individual competitivenesshttps://www.emerald.com/insight/content/doi/10.1108/JMH-03-2023-0016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCompetitiveness is an individual difference variable that incorporates factors generally associated with the desire to excel in comparison to others and the enjoyment of competition. There is still much debate on whether it is helpful or harmful, which may stem from the scattered ways in which it is studied. Thereby, this study aims to properly synthesize the literature concerning the prevailing correlates, underlying theory and frequent applications of competitiveness and to set forth an outline of domains in need of further research and exploration. The authors do so by using two methods of analysis on a representative sample of 546 peer-reviewed publications. The authors find that competitiveness research has and will continue to grow expeditiously, but its complexity and cloudiness have not yet been attenuated. The study uncovers opportunities for pertinent future research on competitiveness to grow more productively and collaboratively by highlighting salient works and identifying the fragmentations that have led the literature into a state of disarray.How bad do you want it? A bibliometric review of individual competitiveness
Tyler N.A. Fezzey, R. Gabrielle Swab
Journal of Management History, Vol. 30, No. 1, pp.60-86

Competitiveness is an individual difference variable that incorporates factors generally associated with the desire to excel in comparison to others and the enjoyment of competition. There is still much debate on whether it is helpful or harmful, which may stem from the scattered ways in which it is studied. Thereby, this study aims to properly synthesize the literature concerning the prevailing correlates, underlying theory and frequent applications of competitiveness and to set forth an outline of domains in need of further research and exploration.

The authors do so by using two methods of analysis on a representative sample of 546 peer-reviewed publications.

The authors find that competitiveness research has and will continue to grow expeditiously, but its complexity and cloudiness have not yet been attenuated.

The study uncovers opportunities for pertinent future research on competitiveness to grow more productively and collaboratively by highlighting salient works and identifying the fragmentations that have led the literature into a state of disarray.

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How bad do you want it? A bibliometric review of individual competitiveness10.1108/JMH-03-2023-0016Journal of Management History2023-06-19© 2023 Emerald Publishing LimitedTyler N.A. FezzeyR. Gabrielle SwabJournal of Management History3012023-06-1910.1108/JMH-03-2023-0016https://www.emerald.com/insight/content/doi/10.1108/JMH-03-2023-0016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
“And yet it moves!” An institutional analysis of the Immobili’s motion towards hybridityhttps://www.emerald.com/insight/content/doi/10.1108/JMH-07-2022-0024/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to inform the discussion on why and how non-profit organizations can experience a hybridization process to address the criticism that would assume hybridity as an intrinsic characteristic of all organizations. Specifically, by referring to the academies of intellectuals as the non-profit setting in which investigating the emergence of hybridity takes place, this paper aims at exploring, first, to what extent this emergence could be induced by institutional conditions, and, second, which structural innovations could sustain the academies’ “motion” towards hybridity. This paper relies on the institutional logics perspective and adopts the case study method applied to a historical context. The case under analysis is the Academy of “the Immobili”, which, in spite of its name, experienced a hybridization process in 1720 because of the decision to involve an impresario in the management of its theatre. The findings highlight the significant role played by institutional conditions in inducing the emergence of hybridity, even in presence of internal resistance to any “motion” from the non-profit setting. Moreover, the analysis of the innovations associated with this emergence detects the intertwined action of the different decision makers involved in the hybridization process, in spite of their formal separation. These findings strengthen the conceptualization of hybridity within non-profit organizations. Besides referring to a historical period that is still little explored in terms of hybridity within organizations, the paper focuses on an original context, i.e. academies, representing an ancient typology of cultural organizations. Therefore, the paper also provides the first insights into the hybridization process of cultural organizations from a historical perspective.“And yet it moves!” An institutional analysis of the Immobili’s motion towards hybridity
Maria Cleofe Giorgino
Journal of Management History, Vol. 30, No. 1, pp.87-115

This paper aims to inform the discussion on why and how non-profit organizations can experience a hybridization process to address the criticism that would assume hybridity as an intrinsic characteristic of all organizations. Specifically, by referring to the academies of intellectuals as the non-profit setting in which investigating the emergence of hybridity takes place, this paper aims at exploring, first, to what extent this emergence could be induced by institutional conditions, and, second, which structural innovations could sustain the academies’ “motion” towards hybridity.

This paper relies on the institutional logics perspective and adopts the case study method applied to a historical context. The case under analysis is the Academy of “the Immobili”, which, in spite of its name, experienced a hybridization process in 1720 because of the decision to involve an impresario in the management of its theatre.

The findings highlight the significant role played by institutional conditions in inducing the emergence of hybridity, even in presence of internal resistance to any “motion” from the non-profit setting. Moreover, the analysis of the innovations associated with this emergence detects the intertwined action of the different decision makers involved in the hybridization process, in spite of their formal separation. These findings strengthen the conceptualization of hybridity within non-profit organizations.

Besides referring to a historical period that is still little explored in terms of hybridity within organizations, the paper focuses on an original context, i.e. academies, representing an ancient typology of cultural organizations. Therefore, the paper also provides the first insights into the hybridization process of cultural organizations from a historical perspective.

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“And yet it moves!” An institutional analysis of the Immobili’s motion towards hybridity10.1108/JMH-07-2022-0024Journal of Management History2023-04-25© 2023 Maria Cleofe Giorgino.Maria Cleofe GiorginoJournal of Management History3012023-04-2510.1108/JMH-07-2022-0024https://www.emerald.com/insight/content/doi/10.1108/JMH-07-2022-0024/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Maria Cleofe Giorgino.http://creativecommons.org/licences/by/4.0/legalcode
Tata group and business response to disability (1951 to 1992) medical interventions, rehabilitation, and livelihoodhttps://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0078/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to trace Tata Group’s role in responding to disability in the decades immediately following India’s independence until the preliberalization period of the Indian economy, i.e. from the 1950s to the 1990s. This study’s methodology entailed a historiographical approach and archival engagement at Tata Archives (Pune, India) of the company documents. Materials and records of the Tata Company between 1942 and 1992. Adopting the corporate culture lens, the study findings show that Tata Group demonstrated an active prosocial corporate approach toward disability. In a period governed by the ideology of a state-dominated developmental approach, Tata Group’s initiatives were related to medical interventions for a wide spectrum of disabilities, rehabilitation and efforts to ensure persons with disabilities (PWDS)’ livelihood. Disability, in the neoliberalized economic landscape of India, is an emergent business issue for companies espousing workplace diversity. The historical understanding of business engagement with disability from postindependence to liberalization in India remains, however, limited. In postindependence India, the passive business response to disability emerged within an ethical and discretionary framework, with charity and philanthropy as the main modes of engagement. In this background, this paper explores Tata’s response to disability and PWDs, which was distinct.Tata group and business response to disability (1951 to 1992) medical interventions, rehabilitation, and livelihood
Sanjukta Choudhury Kaul, Nandini Ghosh
Journal of Management History, Vol. 30, No. 1, pp.116-139

This paper aims to trace Tata Group’s role in responding to disability in the decades immediately following India’s independence until the preliberalization period of the Indian economy, i.e. from the 1950s to the 1990s.

This study’s methodology entailed a historiographical approach and archival engagement at Tata Archives (Pune, India) of the company documents. Materials and records of the Tata Company between 1942 and 1992.

Adopting the corporate culture lens, the study findings show that Tata Group demonstrated an active prosocial corporate approach toward disability. In a period governed by the ideology of a state-dominated developmental approach, Tata Group’s initiatives were related to medical interventions for a wide spectrum of disabilities, rehabilitation and efforts to ensure persons with disabilities (PWDS)’ livelihood.

Disability, in the neoliberalized economic landscape of India, is an emergent business issue for companies espousing workplace diversity. The historical understanding of business engagement with disability from postindependence to liberalization in India remains, however, limited. In postindependence India, the passive business response to disability emerged within an ethical and discretionary framework, with charity and philanthropy as the main modes of engagement. In this background, this paper explores Tata’s response to disability and PWDs, which was distinct.

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Tata group and business response to disability (1951 to 1992) medical interventions, rehabilitation, and livelihood10.1108/JMH-12-2022-0078Journal of Management History2023-06-13© 2023 Emerald Publishing LimitedSanjukta Choudhury KaulNandini GhoshJournal of Management History3012023-06-1310.1108/JMH-12-2022-0078https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0078/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Emerging from the chaos of Management Theory Jungle: a historical analysis of the development of the four principles of managementhttps://www.emerald.com/insight/content/doi/10.1108/JMH-01-2023-0001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to map the antecedents and precursory contexts regarding the four principles of management. Moreover, a description of its codification and coalescence as a unified teaching framework is provided, critically reviewing key theoretical underpinnings of management principles in academic research and management textbooks. A historiographic approach reviewed seminal works for theory origins of the four principles of management, by analyzing 260 management textbooks from 1935 to 2013 to document their adoption in management education. This study used critical hermeneutics (Prasad, 2002) to explore the framework’s progression by providing the context of cultural, political and economic influences. This research study tracked and mapped the creation of the four principles of management, as it became the commonly accepted teaching framework in management education. Today, every predominant management principles textbook uses the four principles of management – plan, lead, organize and control – as the basis for teaching students. There is limited research on the application of the four principles of management in contemporary management, despite its ubiquity in management education. The study’s historical account of its formation provides insights into its adoption and utilization in modern education context. The study’s primary limitation stems from the generalization of the representative sample of textbooks used in the study (1917–2013). However, data saturation was achieved for the scale of textbooks and writings which was reviewed. Through a critical analysis into the formation of the four principles of management, this research not only provides a historical account of its construction but, as importantly, the influencing factors that led to its development. This research fills a gap in critical literature, as a post mortem exegesis has never been conducted on the four principles of management in the afteryears of its amalgamation.Emerging from the chaos of Management Theory Jungle: a historical analysis of the development of the four principles of management
Robert Lloyd, Daniel Mertens, Přemysl Pálka, Salvador Villegas
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to map the antecedents and precursory contexts regarding the four principles of management. Moreover, a description of its codification and coalescence as a unified teaching framework is provided, critically reviewing key theoretical underpinnings of management principles in academic research and management textbooks.

A historiographic approach reviewed seminal works for theory origins of the four principles of management, by analyzing 260 management textbooks from 1935 to 2013 to document their adoption in management education. This study used critical hermeneutics (Prasad, 2002) to explore the framework’s progression by providing the context of cultural, political and economic influences.

This research study tracked and mapped the creation of the four principles of management, as it became the commonly accepted teaching framework in management education. Today, every predominant management principles textbook uses the four principles of management – plan, lead, organize and control – as the basis for teaching students.

There is limited research on the application of the four principles of management in contemporary management, despite its ubiquity in management education. The study’s historical account of its formation provides insights into its adoption and utilization in modern education context. The study’s primary limitation stems from the generalization of the representative sample of textbooks used in the study (1917–2013). However, data saturation was achieved for the scale of textbooks and writings which was reviewed.

Through a critical analysis into the formation of the four principles of management, this research not only provides a historical account of its construction but, as importantly, the influencing factors that led to its development. This research fills a gap in critical literature, as a post mortem exegesis has never been conducted on the four principles of management in the afteryears of its amalgamation.

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Emerging from the chaos of Management Theory Jungle: a historical analysis of the development of the four principles of management10.1108/JMH-01-2023-0001Journal of Management History2023-08-11© 2023 Emerald Publishing LimitedRobert LloydDaniel MertensPřemysl PálkaSalvador VillegasJournal of Management Historyahead-of-printahead-of-print2023-08-1110.1108/JMH-01-2023-0001https://www.emerald.com/insight/content/doi/10.1108/JMH-01-2023-0001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The role of networks for women’s empowerment. The case of Industrie Femminili Italiane at the beginning of 20th centuryhttps://www.emerald.com/insight/content/doi/10.1108/JMH-03-2023-0022/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to analyse the role of a network in the development of female business experiences through the study of the Industrie Femminili Italiane (I.F.I.) (Italian Women’s Cooperative Enterprise), founded in 1903 in Rome to promote women’s work and their economic conditions. This study applies the embeddedness theory for women’s empowerment that provides a valuable lens to explore the interactions between female entrepreneurs and their social, cultural and economic contexts. With this study, the authors found that the network structure was used at the beginning of the past century in Italy as a useful instrument for female emancipation and empowerment, extending to common/not exceptional women entrepreneurial opportunities otherwise reserved for rich and noble women. In the interplay among the different “contexts” (political, social, cultural and cognitive), it seems to emerge the incidence of female social relationships in facing an unfavourable political and cultural context, breaking out the norms and allowing the business to exist and influencing, with the activity of the high social standing women, the cognitive structure of the other female workers, make them active participants in this entrepreneurial activity. This is a single case study that has shed light on a specific female network, and the authors’ findings and considerations are influenced by the shortage of data and sources available. Demonstrating that I.F.I. is the result of the collaboration of women from different social classes involved at different organisational levels, this work shows, from a historical perspective, the importance of female mutual support for their emancipation and the role played by the network structure as an amplifier of possibilities otherwise limited to rich women, the emancipation of women and minorities in countries characterised by important barriers to entrepreneurship. To the best of the authors’ knowledge, this is the first paper analysing a female entrepreneurial network from a historical point of view and its role in overcoming gender barriers within the analysis of the interplaying contexts.The role of networks for women’s empowerment. The case of Industrie Femminili Italiane at the beginning of 20th century
Francesca Picciaia, Simone Terzani, Libero Mario Mari
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to analyse the role of a network in the development of female business experiences through the study of the Industrie Femminili Italiane (I.F.I.) (Italian Women’s Cooperative Enterprise), founded in 1903 in Rome to promote women’s work and their economic conditions.

This study applies the embeddedness theory for women’s empowerment that provides a valuable lens to explore the interactions between female entrepreneurs and their social, cultural and economic contexts.

With this study, the authors found that the network structure was used at the beginning of the past century in Italy as a useful instrument for female emancipation and empowerment, extending to common/not exceptional women entrepreneurial opportunities otherwise reserved for rich and noble women. In the interplay among the different “contexts” (political, social, cultural and cognitive), it seems to emerge the incidence of female social relationships in facing an unfavourable political and cultural context, breaking out the norms and allowing the business to exist and influencing, with the activity of the high social standing women, the cognitive structure of the other female workers, make them active participants in this entrepreneurial activity.

This is a single case study that has shed light on a specific female network, and the authors’ findings and considerations are influenced by the shortage of data and sources available. Demonstrating that I.F.I. is the result of the collaboration of women from different social classes involved at different organisational levels, this work shows, from a historical perspective, the importance of female mutual support for their emancipation and the role played by the network structure as an amplifier of possibilities otherwise limited to rich women, the emancipation of women and minorities in countries characterised by important barriers to entrepreneurship.

To the best of the authors’ knowledge, this is the first paper analysing a female entrepreneurial network from a historical point of view and its role in overcoming gender barriers within the analysis of the interplaying contexts.

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The role of networks for women’s empowerment. The case of Industrie Femminili Italiane at the beginning of 20th century10.1108/JMH-03-2023-0022Journal of Management History2023-09-28© 2023 Emerald Publishing LimitedFrancesca PicciaiaSimone TerzaniLibero Mario MariJournal of Management Historyahead-of-printahead-of-print2023-09-2810.1108/JMH-03-2023-0022https://www.emerald.com/insight/content/doi/10.1108/JMH-03-2023-0022/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Forms of nostalgia in the rhetorical history of Jack Daniel’shttps://www.emerald.com/insight/content/doi/10.1108/JMH-04-2023-0029/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to use a theoretical-based case study of two distinct ownership groups of the Jack Daniel’s brand to explore how rhetorical history (i.e. malleability of the past for strategic goals) may evoke and capitalize on different forms of nostalgia. Within, the authors configure four forms of nostalgia (i.e. personal, historical, collective and cultural) from the individual or collective interaction and level of direct experience one has with the past as lived or happened. This study uses an historical research approach which involved the identification of primary and secondary sources, facility tour, source criticism and triangulation to create themes of rhetorical history infused with nostalgic narratives using compelling evidence through rich description of this fusion. The findings reveal how nostalgia-driven narratives reflecting different collective longing for the re-creation of an American Paradise Lost used by Jack Daniel (i.e. the man) and later but differently by Brown-Forman. This study uncovers how the company’s inherited past was used rhetorically throughout its history, beginning with the nostalgic story of Jack Daniel and the distillery’s nostalgically choreographed location in Lynchburg, Tennessee. This study delves into this setting to highlight the importance of symbols, details, emotional appeals and communications for collective memory and identity development and to showcase the ways in which they are influenced by different types and forms of nostalgia. This study adds to a limited number of studies focused on understanding the impact of founders on an organization’s brand and how that is malleable. This study responds to scholarly calls to study the influence of sequenced historical rhetoric on an organization and highlight the relevance of social emotions such as nostalgia for rhetorical history. Finally, the theoretical contribution involves the advancing and construction of a theory typology of nostalgia previously proposed by Havlena and Holak in 1996.Forms of nostalgia in the rhetorical history of Jack Daniel’s
Chad S. Seifried, Milorad M. Novicevic, Stephen Poor
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to use a theoretical-based case study of two distinct ownership groups of the Jack Daniel’s brand to explore how rhetorical history (i.e. malleability of the past for strategic goals) may evoke and capitalize on different forms of nostalgia. Within, the authors configure four forms of nostalgia (i.e. personal, historical, collective and cultural) from the individual or collective interaction and level of direct experience one has with the past as lived or happened.

This study uses an historical research approach which involved the identification of primary and secondary sources, facility tour, source criticism and triangulation to create themes of rhetorical history infused with nostalgic narratives using compelling evidence through rich description of this fusion.

The findings reveal how nostalgia-driven narratives reflecting different collective longing for the re-creation of an American Paradise Lost used by Jack Daniel (i.e. the man) and later but differently by Brown-Forman. This study uncovers how the company’s inherited past was used rhetorically throughout its history, beginning with the nostalgic story of Jack Daniel and the distillery’s nostalgically choreographed location in Lynchburg, Tennessee. This study delves into this setting to highlight the importance of symbols, details, emotional appeals and communications for collective memory and identity development and to showcase the ways in which they are influenced by different types and forms of nostalgia.

This study adds to a limited number of studies focused on understanding the impact of founders on an organization’s brand and how that is malleable. This study responds to scholarly calls to study the influence of sequenced historical rhetoric on an organization and highlight the relevance of social emotions such as nostalgia for rhetorical history. Finally, the theoretical contribution involves the advancing and construction of a theory typology of nostalgia previously proposed by Havlena and Holak in 1996.

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Forms of nostalgia in the rhetorical history of Jack Daniel’s10.1108/JMH-04-2023-0029Journal of Management History2023-10-24© 2023 Emerald Publishing LimitedChad S. SeifriedMilorad M. NovicevicStephen PoorJournal of Management Historyahead-of-printahead-of-print2023-10-2410.1108/JMH-04-2023-0029https://www.emerald.com/insight/content/doi/10.1108/JMH-04-2023-0029/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The two ages of electric vehicle promotion in the United States; a comparative thematic analysis, 1910s-2010shttps://www.emerald.com/insight/content/doi/10.1108/JMH-04-2023-0031/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThere is a lot of talk about the electric car today, but these vehicles are not new. Indeed, thebeginning of the 20th century saw electricity and the automobile take hold in North American society, so that by 1910, the electric car was everywhere. Until the turn of the 1920s, a new era dawned for transportation in the USA, but without the electric car. The purpose of this study is to question Why did it happen. This paper develops such a comparison, not of the cars themselves, through a detailed engineering analysis, but rather of the marketing of electric vehicles in the USA in 1910 and 2010, as it appeared in the marketing strategies of the manufacturers. There are many technical and economic reasons for this, but not only; there are also commercial strategy reasons. The position of manufacturers, especially through advertising and the press, can tell us about this golden age of the electric car, what precipitated its fall, and its reappearance a century later. It is a comparison of images, of how electric vehicles had been and are proposed to the public, through the exploration of mainly promotional material and newspaper articles.The two ages of electric vehicle promotion in the United States; a comparative thematic analysis, 1910s-2010s
Patrick Lecour
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

There is a lot of talk about the electric car today, but these vehicles are not new. Indeed, thebeginning of the 20th century saw electricity and the automobile take hold in North American society, so that by 1910, the electric car was everywhere. Until the turn of the 1920s, a new era dawned for transportation in the USA, but without the electric car. The purpose of this study is to question Why did it happen.

This paper develops such a comparison, not of the cars themselves, through a detailed engineering analysis, but rather of the marketing of electric vehicles in the USA in 1910 and 2010, as it appeared in the marketing strategies of the manufacturers.

There are many technical and economic reasons for this, but not only; there are also commercial strategy reasons. The position of manufacturers, especially through advertising and the press, can tell us about this golden age of the electric car, what precipitated its fall, and its reappearance a century later.

It is a comparison of images, of how electric vehicles had been and are proposed to the public, through the exploration of mainly promotional material and newspaper articles.

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The two ages of electric vehicle promotion in the United States; a comparative thematic analysis, 1910s-2010s10.1108/JMH-04-2023-0031Journal of Management History2024-03-11© 2024 Emerald Publishing LimitedPatrick LecourJournal of Management Historyahead-of-printahead-of-print2024-03-1110.1108/JMH-04-2023-0031https://www.emerald.com/insight/content/doi/10.1108/JMH-04-2023-0031/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
From Allston to Ahmedabad: American hegemony in management education reexaminedhttps://www.emerald.com/insight/content/doi/10.1108/JMH-04-2023-0032/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to study the origin story of Harvard Business School’s involvement with the Indian Institute of Management Ahmedabad to study the reasons for the spread of American management education. It introduces both the explicit influence of Cold War politics and Indian development imaginaries to the export of American management thought in the early 1960s. This paper relies on archival research for its primary source material, drawing upon rich archives of documents found at the Baker Library of Harvard Business School. Harvard’s role in Ahmedabad was explicitly influenced by the Cold War anti-communist foreign policy of the USA, but did so opportunistically and contrary to the Ford Foundation’s (FF) original plans. Vikram Sarabhai, who was a key player in the Indian national imaginary of development, invited Harvard on his own initiative and forced the foundation to follow his interests rather than being a mere “subaltern.” This paper could additionally add to the historical debate about the scope and periodization of the Cold War and the role of non-state actors. This paper covers new ground in exploring the early connection between the Indian development imaginary and business education. It concludes that the export of hegemonic US management education was not successful during Cold War, and the FF was not as dominant as it was made out to be.From Allston to Ahmedabad: American hegemony in management education reexamined
Keshav Krishnamurty
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to study the origin story of Harvard Business School’s involvement with the Indian Institute of Management Ahmedabad to study the reasons for the spread of American management education. It introduces both the explicit influence of Cold War politics and Indian development imaginaries to the export of American management thought in the early 1960s.

This paper relies on archival research for its primary source material, drawing upon rich archives of documents found at the Baker Library of Harvard Business School.

Harvard’s role in Ahmedabad was explicitly influenced by the Cold War anti-communist foreign policy of the USA, but did so opportunistically and contrary to the Ford Foundation’s (FF) original plans. Vikram Sarabhai, who was a key player in the Indian national imaginary of development, invited Harvard on his own initiative and forced the foundation to follow his interests rather than being a mere “subaltern.”

This paper could additionally add to the historical debate about the scope and periodization of the Cold War and the role of non-state actors.

This paper covers new ground in exploring the early connection between the Indian development imaginary and business education. It concludes that the export of hegemonic US management education was not successful during Cold War, and the FF was not as dominant as it was made out to be.

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From Allston to Ahmedabad: American hegemony in management education reexamined10.1108/JMH-04-2023-0032Journal of Management History2024-03-21© Emerald Publishing LimitedKeshav KrishnamurtyJournal of Management Historyahead-of-printahead-of-print2024-03-2110.1108/JMH-04-2023-0032https://www.emerald.com/insight/content/doi/10.1108/JMH-04-2023-0032/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© Emerald Publishing Limited
Proximal versus distal temporal orientation in an infinite game: lessons from the 1892 Homestead Massacrehttps://www.emerald.com/insight/content/doi/10.1108/JMH-05-2023-0043/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWorking conditions, pay rates and the rights of workers to collectively negotiate have become important points of discussions in recent years, with support for unions and union applications rising to levels long unseen in America. In many instances, though, companies have responded aggressively. This is not the first time such a dynamic has played out in American business. This study aims to take a fresh look at one of America’s most prominent historical disputes between labor and ownership – the Homestead Massacre of 1892 – to glean lessons from that conflict that remain relevant to today’s business environment. This study adopts game theory and the principles of repeated interaction to assess how differing discount factors led to differences in time orientations between the workers and the Carnegie company. These differing time orientations affected both the strategy each side deployed in the negotiations and the payoffs received by the parties. Letters, contemporary news reports and histories of the events leading up to and immediately following the 1892 Homestead Massacre are qualitatively analyzed with a genealogical pragmatic approach. Differences in temporal orientation between management and workers exacerbated the conflict, with the workers adopting a more cooperative stance and distal time orientation, while the Carnegie company negotiated with a proximal time orientation and played to “win” a game that, in fact, could not be fully won or lost given its infinitely repeating nature. The result was a short-term victory for the Carnegie company but with long-term negative consequences that highlight the suboptimal outcome the company achieved by playing a proximal strategy in an infinite game. Although the incident at Homestead is a well-studied labor dispute, many of the themes that preceded the incident have resurfaced in the modern work context. This work, by adopting game theory as an analytical framework, provides new insights into management mistakes that led to the labor conflict and lessons for what present-day managers can do to avoid exacerbating labor strife.Proximal versus distal temporal orientation in an infinite game: lessons from the 1892 Homestead Massacre
Erik Taylor
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

Working conditions, pay rates and the rights of workers to collectively negotiate have become important points of discussions in recent years, with support for unions and union applications rising to levels long unseen in America. In many instances, though, companies have responded aggressively. This is not the first time such a dynamic has played out in American business. This study aims to take a fresh look at one of America’s most prominent historical disputes between labor and ownership – the Homestead Massacre of 1892 – to glean lessons from that conflict that remain relevant to today’s business environment.

This study adopts game theory and the principles of repeated interaction to assess how differing discount factors led to differences in time orientations between the workers and the Carnegie company. These differing time orientations affected both the strategy each side deployed in the negotiations and the payoffs received by the parties. Letters, contemporary news reports and histories of the events leading up to and immediately following the 1892 Homestead Massacre are qualitatively analyzed with a genealogical pragmatic approach.

Differences in temporal orientation between management and workers exacerbated the conflict, with the workers adopting a more cooperative stance and distal time orientation, while the Carnegie company negotiated with a proximal time orientation and played to “win” a game that, in fact, could not be fully won or lost given its infinitely repeating nature. The result was a short-term victory for the Carnegie company but with long-term negative consequences that highlight the suboptimal outcome the company achieved by playing a proximal strategy in an infinite game.

Although the incident at Homestead is a well-studied labor dispute, many of the themes that preceded the incident have resurfaced in the modern work context. This work, by adopting game theory as an analytical framework, provides new insights into management mistakes that led to the labor conflict and lessons for what present-day managers can do to avoid exacerbating labor strife.

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Proximal versus distal temporal orientation in an infinite game: lessons from the 1892 Homestead Massacre10.1108/JMH-05-2023-0043Journal of Management History2024-01-09© 2023 Emerald Publishing LimitedErik TaylorJournal of Management Historyahead-of-printahead-of-print2024-01-0910.1108/JMH-05-2023-0043https://www.emerald.com/insight/content/doi/10.1108/JMH-05-2023-0043/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Examining a centenary family business in the pasta industry: the case of Barilla, 1877–1971https://www.emerald.com/insight/content/doi/10.1108/JMH-05-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore the evolution of corporate governance through a 100-year-old Italian Barilla pasta family business from its founding to 1971. The study builds on prior research which has applied the three-circle model of family business systems in a historic context. Using legal records, five phases in the history of Barilla are noted. Annual reports and other sources have allowed for some more insights into business events and developments. Then, drawing on the three-circle model of family business, the corporate governance regime is mapped to the model and the family actors. The findings here support extant literature in that the systems in the three-circle model are found to overlap more in a historic setting. Challenges with the three-circle model are also noted, specifically, when corporate governance is considered across a century of an organisation’s history. This study supports prior use of three-circle model of a family business in an historic context, providing further evidence the model is not static over time. Contrary to the original three-circle model, this study suggests that family actors can potentially occupy more than one location in the model if the non-human actor of corporate governance and its effect on human actors is also considered.Examining a centenary family business in the pasta industry: the case of Barilla, 1877–1971
Massimo Sargiacomo, Luana Gliosca, Martin Quinn
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore the evolution of corporate governance through a 100-year-old Italian Barilla pasta family business from its founding to 1971. The study builds on prior research which has applied the three-circle model of family business systems in a historic context.

Using legal records, five phases in the history of Barilla are noted. Annual reports and other sources have allowed for some more insights into business events and developments. Then, drawing on the three-circle model of family business, the corporate governance regime is mapped to the model and the family actors.

The findings here support extant literature in that the systems in the three-circle model are found to overlap more in a historic setting. Challenges with the three-circle model are also noted, specifically, when corporate governance is considered across a century of an organisation’s history.

This study supports prior use of three-circle model of a family business in an historic context, providing further evidence the model is not static over time. Contrary to the original three-circle model, this study suggests that family actors can potentially occupy more than one location in the model if the non-human actor of corporate governance and its effect on human actors is also considered.

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Examining a centenary family business in the pasta industry: the case of Barilla, 1877–197110.1108/JMH-05-2023-0052Journal of Management History2023-09-06© 2023 Emerald Publishing LimitedMassimo SargiacomoLuana GlioscaMartin QuinnJournal of Management Historyahead-of-printahead-of-print2023-09-0610.1108/JMH-05-2023-0052https://www.emerald.com/insight/content/doi/10.1108/JMH-05-2023-0052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
ANTi-microhistory of social innovation: humanistic education at Robert Owen’s New Harmony experimenthttps://www.emerald.com/insight/content/doi/10.1108/JMH-05-2023-0055/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to present ANTi-microhistory of social innovation in education within Robert Owen’s communal experiment at New Harmony, Indiana. The authors zoom out in the historical context of social innovation before zooming into the New Harmony case. The authors used ANTi-microhistory approach to unpack the controversy around social innovation using the five-step procedure recently proposed by Mills et al. (2022), a version of the five-step procedure originally proposed by Tureta et al. (2021). The authors found that the educational leaders of the New Harmony community preceded proponents of innovation, such as Drucker (1957) and Fairweather (1967), who viewed education as a form of social innovation. The authors contribute to the history of social innovation in education by exploring the New Harmony community’s education society to uncover the enactment of sustainable social innovation and the origin story of humanistic management education.ANTi-microhistory of social innovation: humanistic education at Robert Owen’s New Harmony experiment
Foster B. Roberts, Milorad M. Novicevic, John H. Humphreys
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to present ANTi-microhistory of social innovation in education within Robert Owen’s communal experiment at New Harmony, Indiana. The authors zoom out in the historical context of social innovation before zooming into the New Harmony case.

The authors used ANTi-microhistory approach to unpack the controversy around social innovation using the five-step procedure recently proposed by Mills et al. (2022), a version of the five-step procedure originally proposed by Tureta et al. (2021).

The authors found that the educational leaders of the New Harmony community preceded proponents of innovation, such as Drucker (1957) and Fairweather (1967), who viewed education as a form of social innovation.

The authors contribute to the history of social innovation in education by exploring the New Harmony community’s education society to uncover the enactment of sustainable social innovation and the origin story of humanistic management education.

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ANTi-microhistory of social innovation: humanistic education at Robert Owen’s New Harmony experiment10.1108/JMH-05-2023-0055Journal of Management History2023-12-29© 2023 Emerald Publishing LimitedFoster B. RobertsMilorad M. NovicevicJohn H. HumphreysJournal of Management Historyahead-of-printahead-of-print2023-12-2910.1108/JMH-05-2023-0055https://www.emerald.com/insight/content/doi/10.1108/JMH-05-2023-0055/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Intercultural transfer over the Atlantic in early 20th century – How the European cooperative banking system travelled to Quebec: the case of Desjardins Grouphttps://www.emerald.com/insight/content/doi/10.1108/JMH-06-2023-0056/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to study historical intercultural transfer by examining the case of the Mouvement Desjardins, a Quebec, Canada-based cooperative bank founded in 1900 by Alphonse Desjardins. The aim of the cooperative was to support the hitherto marginalized French–Canadian population and to initiate their economic and entrepreneurial activities. The authors focus on a historical single-case analysis. This conducts them to analyse primary data from letters exchanged between Alphonse Desjardins and European actors, as well as company documents of the Groupe Desjardins. The intercultural transfer of the cooperative bank model and its implementation in North America as a successful, self-sustaining model is owing to recontextualization and strategic decisions of the social entrepreneur Alphonse Desjardins based on intensive written correspondence with European bank directors who promoted the cooperative system. This research instigates an impulse to extend our knowledge of intercultural transfer by looking into other historical cases to provide validation or add subtleties to our understanding of intercultural transfer dynamics. This paper expands the current understanding of intercultural transfer and its powerful influence, namely, how an implemented cooperative bank system can contribute through successful recontextualization to institutional change and societal improvements. It also provides new insights into the creation and growth of social enterprises based on shared values within communities and coordinated strategic intentions across communities.Intercultural transfer over the Atlantic in early 20th century – How the European cooperative banking system travelled to Quebec: the case of Desjardins Group
Christoph Barmeyer, Tobi Rodrigue
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to study historical intercultural transfer by examining the case of the Mouvement Desjardins, a Quebec, Canada-based cooperative bank founded in 1900 by Alphonse Desjardins. The aim of the cooperative was to support the hitherto marginalized French–Canadian population and to initiate their economic and entrepreneurial activities.

The authors focus on a historical single-case analysis. This conducts them to analyse primary data from letters exchanged between Alphonse Desjardins and European actors, as well as company documents of the Groupe Desjardins.

The intercultural transfer of the cooperative bank model and its implementation in North America as a successful, self-sustaining model is owing to recontextualization and strategic decisions of the social entrepreneur Alphonse Desjardins based on intensive written correspondence with European bank directors who promoted the cooperative system.

This research instigates an impulse to extend our knowledge of intercultural transfer by looking into other historical cases to provide validation or add subtleties to our understanding of intercultural transfer dynamics.

This paper expands the current understanding of intercultural transfer and its powerful influence, namely, how an implemented cooperative bank system can contribute through successful recontextualization to institutional change and societal improvements. It also provides new insights into the creation and growth of social enterprises based on shared values within communities and coordinated strategic intentions across communities.

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Intercultural transfer over the Atlantic in early 20th century – How the European cooperative banking system travelled to Quebec: the case of Desjardins Group10.1108/JMH-06-2023-0056Journal of Management History2024-01-15© 2024 Emerald Publishing LimitedChristoph BarmeyerTobi RodrigueJournal of Management Historyahead-of-printahead-of-print2024-01-1510.1108/JMH-06-2023-0056https://www.emerald.com/insight/content/doi/10.1108/JMH-06-2023-0056/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
More on adoption criteria of revolutionary business techniques: the case of ETFshttps://www.emerald.com/insight/content/doi/10.1108/JMH-06-2023-0059/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to add further evidence to adoption criteria for “revolutionary” business techniques. Adoption criteria for business techniques with a high degree of novelty have been developed earlier. The case of exchange-traded funds supports the earlier findings. The methodology applied is explicative. The analysis supports findings that an effective response to a problem, the availability of a controllable procedure, the means to apply the procedure easily and the hardware jointly explain adopting “revolutionary” business techniques. The results of case studies, in general, do not permit induction. More research might identify additional adoption criteria or falsify the presently obtained results. Therefore, further research is invited. Managers seeking or being introduced to new techniques in business administration might use the criteria outlined here for their evaluation. The author believes this paper corroborates earlier findings on adopting “revolutionary” business techniques that draw on theoretically developed technologies.More on adoption criteria of revolutionary business techniques: the case of ETFs
Klaus Brockhoff
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to add further evidence to adoption criteria for “revolutionary” business techniques.

Adoption criteria for business techniques with a high degree of novelty have been developed earlier. The case of exchange-traded funds supports the earlier findings. The methodology applied is explicative.

The analysis supports findings that an effective response to a problem, the availability of a controllable procedure, the means to apply the procedure easily and the hardware jointly explain adopting “revolutionary” business techniques.

The results of case studies, in general, do not permit induction. More research might identify additional adoption criteria or falsify the presently obtained results. Therefore, further research is invited.

Managers seeking or being introduced to new techniques in business administration might use the criteria outlined here for their evaluation.

The author believes this paper corroborates earlier findings on adopting “revolutionary” business techniques that draw on theoretically developed technologies.

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More on adoption criteria of revolutionary business techniques: the case of ETFs10.1108/JMH-06-2023-0059Journal of Management History2023-09-08© 2023 Emerald Publishing LimitedKlaus BrockhoffJournal of Management Historyahead-of-printahead-of-print2023-09-0810.1108/JMH-06-2023-0059https://www.emerald.com/insight/content/doi/10.1108/JMH-06-2023-0059/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
In the beginning: the light, scientific management and Quaker Philadelphiahttps://www.emerald.com/insight/content/doi/10.1108/JMH-06-2023-0061/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to offer a new history of management by tracing a religious dimension of scientific management. The thesis is that the good was foundational for bringing scientific management to success in Taylor’s native Quaker Philadelphia in the 1880s. The paper’s main contribution is to contrast the philosophical origins of Taylor’s ideas in scientific management to his native Quaker roots, and how Taylor, over time, into the 1910s, wrestled with this issue. The paper is situated in historical interpretivism and subjectivism, leaning on contextual and narrative research on religious morality. Quaker morality prevented managerial opportunism at Taylor’s Midvale Steel in the 1880s. Conversely, by the 1900s and 1910s, interest conflicts between workers and managers escalated when scientific management moved out of its traditional cultural contexts of Quaker Philadelphia and spread across the USA. The historical implication is, already for Taylor’s time, that scientific management never was the “one-best way” of management. Future research needs to deepen and broaden research on scientific management when tracing the significance of religion and culture in management thought. The paper has implications for modern studies of business morality by uncovering the practical relevance of religious business ethics at the outset of management studies. The historic emergence of scientific management points to a theory of institutional evolution and economic growth, when religiously grounded governance of the firm deinstitutionalized, and institutional economic governance, with different but superior economic advantages, progressed by the 1900s. The paper suggests an alternative version of the intellectual heritage of management studies by tracing the legacy of Taylor’s Quakerism and how religious and cultural ideas contributed to the formation of science in management.In the beginning: the light, scientific management and Quaker Philadelphia
Sigmund A. Wagner-Tsukamoto
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to offer a new history of management by tracing a religious dimension of scientific management. The thesis is that the good was foundational for bringing scientific management to success in Taylor’s native Quaker Philadelphia in the 1880s. The paper’s main contribution is to contrast the philosophical origins of Taylor’s ideas in scientific management to his native Quaker roots, and how Taylor, over time, into the 1910s, wrestled with this issue.

The paper is situated in historical interpretivism and subjectivism, leaning on contextual and narrative research on religious morality.

Quaker morality prevented managerial opportunism at Taylor’s Midvale Steel in the 1880s. Conversely, by the 1900s and 1910s, interest conflicts between workers and managers escalated when scientific management moved out of its traditional cultural contexts of Quaker Philadelphia and spread across the USA. The historical implication is, already for Taylor’s time, that scientific management never was the “one-best way” of management.

Future research needs to deepen and broaden research on scientific management when tracing the significance of religion and culture in management thought.

The paper has implications for modern studies of business morality by uncovering the practical relevance of religious business ethics at the outset of management studies.

The historic emergence of scientific management points to a theory of institutional evolution and economic growth, when religiously grounded governance of the firm deinstitutionalized, and institutional economic governance, with different but superior economic advantages, progressed by the 1900s.

The paper suggests an alternative version of the intellectual heritage of management studies by tracing the legacy of Taylor’s Quakerism and how religious and cultural ideas contributed to the formation of science in management.

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In the beginning: the light, scientific management and Quaker Philadelphia10.1108/JMH-06-2023-0061Journal of Management History2023-09-13© 2023 Emerald Publishing LimitedSigmund A. Wagner-TsukamotoJournal of Management Historyahead-of-printahead-of-print2023-09-1310.1108/JMH-06-2023-0061https://www.emerald.com/insight/content/doi/10.1108/JMH-06-2023-0061/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The principal–agent problem and its mitigation: a critical historical analysishttps://www.emerald.com/insight/content/doi/10.1108/JMH-07-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to provide a critical historical analysis of the business (mis)behaviors and influencing factors that discourage enduring cooperation between principals and agents, to introduce strategies that embrace the social values, economic motivation and institutional designs historically adopted to curtail dishonest acts in international business and to inform an improved principal–agent theory that reflects principal–agent reciprocity as shaped by social, political, cultural, economic, strategic and ideological forces The critical historical research method is used to analyze Chinese compradors and the foreign companies they served in pre-1949 China. Business practitioners can extend orthodox principal–agent theory by scrutinizing the complex interactions between local agents and foreign companies. Instead of agents pursuing their economic interests exclusively, as posited by principal–agent theory, they also may pursue principal-shared interests (as suggested by stewardship theory) because of social norms and cultural values that can affect business-related choices and the social bonds built between principals and agents. The behaviors of compradors and foreign companies in pre-1949 China suggest international business practices for shaping social bonds between principals and agents and foreign principals’ creative efforts to enhance shared interests with local agents. Understanding principal–agent theory’s limitations can help international management scholars and practitioners mitigate transaction partners’ dishonest acts. A critical historical analysis of intermediary businesspeople’s (mis)behavior in pre-1949 (1840–1949) China can inform the generalizability of principal–agent theory and contemporary business strategies for minimizing agents’ dishonest acts.The principal–agent problem and its mitigation: a critical historical analysis
Tony Yan, Michael R. Hyman
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to provide a critical historical analysis of the business (mis)behaviors and influencing factors that discourage enduring cooperation between principals and agents, to introduce strategies that embrace the social values, economic motivation and institutional designs historically adopted to curtail dishonest acts in international business and to inform an improved principal–agent theory that reflects principal–agent reciprocity as shaped by social, political, cultural, economic, strategic and ideological forces

The critical historical research method is used to analyze Chinese compradors and the foreign companies they served in pre-1949 China.

Business practitioners can extend orthodox principal–agent theory by scrutinizing the complex interactions between local agents and foreign companies. Instead of agents pursuing their economic interests exclusively, as posited by principal–agent theory, they also may pursue principal-shared interests (as suggested by stewardship theory) because of social norms and cultural values that can affect business-related choices and the social bonds built between principals and agents.

The behaviors of compradors and foreign companies in pre-1949 China suggest international business practices for shaping social bonds between principals and agents and foreign principals’ creative efforts to enhance shared interests with local agents.

Understanding principal–agent theory’s limitations can help international management scholars and practitioners mitigate transaction partners’ dishonest acts.

A critical historical analysis of intermediary businesspeople’s (mis)behavior in pre-1949 (1840–1949) China can inform the generalizability of principal–agent theory and contemporary business strategies for minimizing agents’ dishonest acts.

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The principal–agent problem and its mitigation: a critical historical analysis10.1108/JMH-07-2023-0068Journal of Management History2024-01-10© 2023 Emerald Publishing LimitedTony YanMichael R. HymanJournal of Management Historyahead-of-printahead-of-print2024-01-1010.1108/JMH-07-2023-0068https://www.emerald.com/insight/content/doi/10.1108/JMH-07-2023-0068/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Employee based brand equity: a systematic review of literature, framework development, and implications for future researchhttps://www.emerald.com/insight/content/doi/10.1108/JMH-07-2023-0069/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThrough a systematic literature review, this paper aims to endeavor to present a thorough historical perspective on the evolution of employee-based brand equity (EBBE), offering a comprehensive understanding of its development. The study explores the general model, causes and effects of EBBE, as well as the role of culture, leadership and brand management in building EBBE. The paper proposes an integrative framework to understand the interrelationships between the various dimensions of EBBE and offers practical guidelines for future research and the business world. The paper uses a systematic literature review approach to analyze and synthesize 30 studies on EBBE retrieved from SCOPUS and Web of Science. The analysis involves a thematic and content-based examination of the literature, which is organized into three thematic groups. The review highlights the importance of EBBE as a driver of organizational performance and success. The paper identifies the evolution of the major themes, trends and debates in the literature and suggests areas for future research. It underscores the need for more qualitative, multi-level and longitudinal research on EBBE, as well as the exploration of the links between EBBE and other forms of brand equity. This paper is one of the first systematic literature reviews of EBBE, offering a comprehensive and integrated view of the existing literature since the beginning of this concept. The paper’s originality lies in its proposed integrative framework that captures the interrelationships between the various dimensions of EBBE and provides practical guidelines for future research and the business world.Employee based brand equity: a systematic review of literature, framework development, and implications for future research
Bianca Sousa, Pedro Ferreira
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

Through a systematic literature review, this paper aims to endeavor to present a thorough historical perspective on the evolution of employee-based brand equity (EBBE), offering a comprehensive understanding of its development. The study explores the general model, causes and effects of EBBE, as well as the role of culture, leadership and brand management in building EBBE. The paper proposes an integrative framework to understand the interrelationships between the various dimensions of EBBE and offers practical guidelines for future research and the business world.

The paper uses a systematic literature review approach to analyze and synthesize 30 studies on EBBE retrieved from SCOPUS and Web of Science. The analysis involves a thematic and content-based examination of the literature, which is organized into three thematic groups.

The review highlights the importance of EBBE as a driver of organizational performance and success. The paper identifies the evolution of the major themes, trends and debates in the literature and suggests areas for future research. It underscores the need for more qualitative, multi-level and longitudinal research on EBBE, as well as the exploration of the links between EBBE and other forms of brand equity.

This paper is one of the first systematic literature reviews of EBBE, offering a comprehensive and integrated view of the existing literature since the beginning of this concept. The paper’s originality lies in its proposed integrative framework that captures the interrelationships between the various dimensions of EBBE and provides practical guidelines for future research and the business world.

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Employee based brand equity: a systematic review of literature, framework development, and implications for future research10.1108/JMH-07-2023-0069Journal of Management History2023-11-22© 2023 Emerald Publishing LimitedBianca SousaPedro FerreiraJournal of Management Historyahead-of-printahead-of-print2023-11-2210.1108/JMH-07-2023-0069https://www.emerald.com/insight/content/doi/10.1108/JMH-07-2023-0069/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Recovering the neglected importance of Harry Hopkins’ role in the New Deal: insights for management and organization studieshttps://www.emerald.com/insight/content/doi/10.1108/JMH-09-2019-0057/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to revisit the potential of the New Deal as a research context in management and organization studies and, in doing so, forward the role one of its chief architects, Harry Hopkins, played in managing the economic crisis. The exploration takes us to multiple layers that work together to form context around Hopkins including the Great Depression, the Roosevelt Administration, and ultimately, the New Deal. By raising Harry Hopkins as an exemplar of historical-narrative exclusion, the authors can advance the understanding of his role in the New Deal and how his actions produced early insights about management (e.g. modern crisis management). The paper experiments with the methodological assemblage of ANTi-History and microhistorical analysis that the authors call “ANTi-Microhistory” to examine the life narrative of Harry Hopkins, his early association with President Franklin D. Roosevelt and later, the New Deal. To accomplish this, the authors undertake a programme of archival research (e.g. the digital repository of The Franklin D. Roosevelt Presidential Library and Museum) and assess various materials (e.g. speeches, biographies and memoirs) from across multiple spaces. The findings suggest Harry Hopkins to be a much more powerful actor in mobilizing New Deal policies and their effect on early management thought than what was previously accepted. In the process, the authors found that because of durable associations with Roosevelt, key policy architects of the same ilk as Harry Hopkins (e.g. Frances Perkins, Henry Wallace, Lewis Douglas, and others) and their contributions have been marginalized. This finding illustrates the significant potential of little-known historical figures and how they might shed new insight on the development of the field and management practice. The aim is to demonstrate the potential of engaging historical research in management with the individual – Harry Hopkins – as a unit of analysis. By engaging historical research on the individual – be it well-known or obscure figures of the past – the authors are considering how they contribute to the understanding of phenomena (e.g. New Deal, Progressivism or Keynesian economics). The authors build on research that brings to focus forgotten people, communities and ideas in management studies but go further in advocating for space in the research to consider the scholarly potential of the individual.Recovering the neglected importance of Harry Hopkins’ role in the New Deal: insights for management and organization studies
Nicholous M. Deal, Mark D. MacIsaac, Albert J. Mills, Jean Helms Mills
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to revisit the potential of the New Deal as a research context in management and organization studies and, in doing so, forward the role one of its chief architects, Harry Hopkins, played in managing the economic crisis. The exploration takes us to multiple layers that work together to form context around Hopkins including the Great Depression, the Roosevelt Administration, and ultimately, the New Deal. By raising Harry Hopkins as an exemplar of historical-narrative exclusion, the authors can advance the understanding of his role in the New Deal and how his actions produced early insights about management (e.g. modern crisis management).

The paper experiments with the methodological assemblage of ANTi-History and microhistorical analysis that the authors call “ANTi-Microhistory” to examine the life narrative of Harry Hopkins, his early association with President Franklin D. Roosevelt and later, the New Deal. To accomplish this, the authors undertake a programme of archival research (e.g. the digital repository of The Franklin D. Roosevelt Presidential Library and Museum) and assess various materials (e.g. speeches, biographies and memoirs) from across multiple spaces.

The findings suggest Harry Hopkins to be a much more powerful actor in mobilizing New Deal policies and their effect on early management thought than what was previously accepted. In the process, the authors found that because of durable associations with Roosevelt, key policy architects of the same ilk as Harry Hopkins (e.g. Frances Perkins, Henry Wallace, Lewis Douglas, and others) and their contributions have been marginalized. This finding illustrates the significant potential of little-known historical figures and how they might shed new insight on the development of the field and management practice.

The aim is to demonstrate the potential of engaging historical research in management with the individual – Harry Hopkins – as a unit of analysis. By engaging historical research on the individual – be it well-known or obscure figures of the past – the authors are considering how they contribute to the understanding of phenomena (e.g. New Deal, Progressivism or Keynesian economics). The authors build on research that brings to focus forgotten people, communities and ideas in management studies but go further in advocating for space in the research to consider the scholarly potential of the individual.

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Recovering the neglected importance of Harry Hopkins’ role in the New Deal: insights for management and organization studies10.1108/JMH-09-2019-0057Journal of Management History2023-10-03© 2023 Emerald Publishing LimitedNicholous M. DealMark D. MacIsaacAlbert J. MillsJean Helms MillsJournal of Management Historyahead-of-printahead-of-print2023-10-0310.1108/JMH-09-2019-0057https://www.emerald.com/insight/content/doi/10.1108/JMH-09-2019-0057/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
“Firm performance” measurement in strategic management: some notes on our performancehttps://www.emerald.com/insight/content/doi/10.1108/JMH-09-2023-0094/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestFirm performance remains at the heart of strategic management. In the quest to refine the field’s contribution, Venkatraman and Ramanujam (1986) argued that reliance upon single measures of firm performance is risky and firm performance should be treated as a multidimensional construct. Subsequently, researchers have examined trends in firm performance measurement ever since. Over a decade since the last examination of this issue, this study aims to add to the ongoing conversation. The authors investigated 1,972 research papers published in five premier management journals for the years 2015–2019 to determine if multidimensional measurement of firm performance has improved. The findings suggest that approximately two-thirds of papers that measure firm performance are published using only a single measure of firm performance, and approximately three-fourths do not measure firm performance across multiple dimensions. This study contributes to the literature by emphasizing the necessity to consider the dimensionality of firm performance, use multiple measures and consistently ground firm performance variables with theory – especially control variables – to keep firm performance as the focus of the strategy field. Evidence and implications are discussed and recommendations for researchers and reviewers are provided.“Firm performance” measurement in strategic management: some notes on our performance
Joel Bolton, Frank C. Butler, John Martin
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

Firm performance remains at the heart of strategic management. In the quest to refine the field’s contribution, Venkatraman and Ramanujam (1986) argued that reliance upon single measures of firm performance is risky and firm performance should be treated as a multidimensional construct. Subsequently, researchers have examined trends in firm performance measurement ever since. Over a decade since the last examination of this issue, this study aims to add to the ongoing conversation.

The authors investigated 1,972 research papers published in five premier management journals for the years 2015–2019 to determine if multidimensional measurement of firm performance has improved.

The findings suggest that approximately two-thirds of papers that measure firm performance are published using only a single measure of firm performance, and approximately three-fourths do not measure firm performance across multiple dimensions.

This study contributes to the literature by emphasizing the necessity to consider the dimensionality of firm performance, use multiple measures and consistently ground firm performance variables with theory – especially control variables – to keep firm performance as the focus of the strategy field. Evidence and implications are discussed and recommendations for researchers and reviewers are provided.

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“Firm performance” measurement in strategic management: some notes on our performance10.1108/JMH-09-2023-0094Journal of Management History2023-12-07© 2023 Emerald Publishing LimitedJoel BoltonFrank C. ButlerJohn MartinJournal of Management Historyahead-of-printahead-of-print2023-12-0710.1108/JMH-09-2023-0094https://www.emerald.com/insight/content/doi/10.1108/JMH-09-2023-0094/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Historical embeddedness and rhetorical strategies: the case of Medicare’s enactment, 1957–1965https://www.emerald.com/insight/content/doi/10.1108/JMH-10-2022-0059/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to explore how historical context influences the content and selection of rhetorical legitimation strategies. Using case study method, this paper will focus on how insurance companies and labor tried to defend their legitimacy in the context of enactment of Medicare in the USA. What factors influenced the strategic (rhetorical) decisions made by insurance companies and labor unions in their institutional work? The study is empirically grounded in archival research, involving an analysis of over 9,000 pages of congressional hearings on Medicare covering the period 1958–1965. The authors show that rhetorical legitimation strategies depend significantly on the specific historical circumstances in which those strategies are used. The historical context lent credibility to certain arguments and organizations are forced to decide either to challenge widely held assumptions or take advantage of them. The authors show that organizations face strong incentives to pursue the latter option. Here, both the insurance companies and labor unions tried to show that their positions were consistent with classical liberal ideology, because of high respect of classical liberal principles among different stakeholders (policymakers, voters, etc.). It is uncertain how much the results of the study could be generalized. More information about the organizations whose use of rhetorics the authors studied could have strengthened our conclusions. The practical relevancy of the revised paper is that the authors should not expect hegemony challenging rhetorics from organizations, which try to influence legislators (and perhaps the larger public). Perhaps (based on the findings), this kind of rhetorics is not even very effective. The paper helps to understand better how organizations try to advance their interests and gain acceptance among the stakeholders. In this paper, the authors show how historical context in practice influence rhetorical arguments organizations select in public debates when their goal is to influence the decision-making of their audience. In particular, the authors show how dominant ideology (or ideologies) limit the options organizations face when they are choosing their strategies and arguments. In terms of the selection of rhetorical justification strategies, the most pressing question is not the “real” broad based support of certain ideologies. Insurance company and labor union representatives clearly believed that they must emphasize liberal values (or liberal ideology) if they wanted to gain legitimacy for their positions. In existing literature, it is often assumed that historical context influence the selection of rhetorical strategies but how this in fact happens is not usually specified. The paper shows how interpretations of historical contexts (including the ideological context) in practice influence the rhetorical strategies organizations choose.Historical embeddedness and rhetorical strategies: the case of Medicare’s enactment, 1957–1965
Markus Kantola, Hannele Seeck, Albert J. Mills, Jean Helms Mills
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to explore how historical context influences the content and selection of rhetorical legitimation strategies. Using case study method, this paper will focus on how insurance companies and labor tried to defend their legitimacy in the context of enactment of Medicare in the USA. What factors influenced the strategic (rhetorical) decisions made by insurance companies and labor unions in their institutional work?

The study is empirically grounded in archival research, involving an analysis of over 9,000 pages of congressional hearings on Medicare covering the period 1958–1965.

The authors show that rhetorical legitimation strategies depend significantly on the specific historical circumstances in which those strategies are used. The historical context lent credibility to certain arguments and organizations are forced to decide either to challenge widely held assumptions or take advantage of them. The authors show that organizations face strong incentives to pursue the latter option. Here, both the insurance companies and labor unions tried to show that their positions were consistent with classical liberal ideology, because of high respect of classical liberal principles among different stakeholders (policymakers, voters, etc.).

It is uncertain how much the results of the study could be generalized. More information about the organizations whose use of rhetorics the authors studied could have strengthened our conclusions.

The practical relevancy of the revised paper is that the authors should not expect hegemony challenging rhetorics from organizations, which try to influence legislators (and perhaps the larger public). Perhaps (based on the findings), this kind of rhetorics is not even very effective.

The paper helps to understand better how organizations try to advance their interests and gain acceptance among the stakeholders.

In this paper, the authors show how historical context in practice influence rhetorical arguments organizations select in public debates when their goal is to influence the decision-making of their audience. In particular, the authors show how dominant ideology (or ideologies) limit the options organizations face when they are choosing their strategies and arguments. In terms of the selection of rhetorical justification strategies, the most pressing question is not the “real” broad based support of certain ideologies. Insurance company and labor union representatives clearly believed that they must emphasize liberal values (or liberal ideology) if they wanted to gain legitimacy for their positions. In existing literature, it is often assumed that historical context influence the selection of rhetorical strategies but how this in fact happens is not usually specified. The paper shows how interpretations of historical contexts (including the ideological context) in practice influence the rhetorical strategies organizations choose.

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Historical embeddedness and rhetorical strategies: the case of Medicare’s enactment, 1957–196510.1108/JMH-10-2022-0059Journal of Management History2023-11-14© 2023 Markus Kantola, Hannele Seeck, Albert J. Mills and Jean Helms Mills.Markus KantolaHannele SeeckAlbert J. MillsJean Helms MillsJournal of Management Historyahead-of-printahead-of-print2023-11-1410.1108/JMH-10-2022-0059https://www.emerald.com/insight/content/doi/10.1108/JMH-10-2022-0059/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Markus Kantola, Hannele Seeck, Albert J. Mills and Jean Helms Mills.http://creativecommons.org/licences/by/4.0/legalcode
The political alignment of presidents of the early Royal Society of Londonhttps://www.emerald.com/insight/content/doi/10.1108/JMH-11-2023-0112/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to identify the political alignment and political activity of the 11 Presidents of Britain’s most important scientific organisation, the Royal Society of London, in its early years 1662–1703, to determine whether or not the institution was politically aligned. There is almost no information addressing the political alignment of the Royal Society or its Presidents available in the institution’s archives, or in the writings of historians specialising in its administration. Even reliable biographical sources, such as the Oxford Dictionary of National Biography provide very limited information. However, as 10 Presidents were elected Member of Parliament (MP), The History of Parliament: British Political, Social and Local History provides a wealth of accurate, in-depth data, revealing the alignment of both. All Presidents held senior government offices, the first was a Royalist aristocrat; of the remaining 10, 8 were Royalist or Tory MPs, 2 of whom were falsely imprisoned by the House of Commons, 2 were Whig MPs, while 4 were elevated to the Lords. The institution was Royalist aligned 1662–1680, Tory aligned 1680–1695 and Whig aligned 1695–1703, which reflects changes in Parliament and State. This study establishes that the early Royal Society was not an apolitical institution and that the political alignment of Presidents and institution continued in later eras. Furthermore, it demonstrates how the election or appointment of an organisation’s most senior officer can be used to signal its political alignment with government and other organisations to serve various ends.The political alignment of presidents of the early Royal Society of London
Mark Adrian Govier
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to identify the political alignment and political activity of the 11 Presidents of Britain’s most important scientific organisation, the Royal Society of London, in its early years 1662–1703, to determine whether or not the institution was politically aligned.

There is almost no information addressing the political alignment of the Royal Society or its Presidents available in the institution’s archives, or in the writings of historians specialising in its administration. Even reliable biographical sources, such as the Oxford Dictionary of National Biography provide very limited information. However, as 10 Presidents were elected Member of Parliament (MP), The History of Parliament: British Political, Social and Local History provides a wealth of accurate, in-depth data, revealing the alignment of both.

All Presidents held senior government offices, the first was a Royalist aristocrat; of the remaining 10, 8 were Royalist or Tory MPs, 2 of whom were falsely imprisoned by the House of Commons, 2 were Whig MPs, while 4 were elevated to the Lords. The institution was Royalist aligned 1662–1680, Tory aligned 1680–1695 and Whig aligned 1695–1703, which reflects changes in Parliament and State.

This study establishes that the early Royal Society was not an apolitical institution and that the political alignment of Presidents and institution continued in later eras. Furthermore, it demonstrates how the election or appointment of an organisation’s most senior officer can be used to signal its political alignment with government and other organisations to serve various ends.

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The political alignment of presidents of the early Royal Society of London10.1108/JMH-11-2023-0112Journal of Management History2024-02-13© 2024 Emerald Publishing LimitedMark Adrian GovierJournal of Management Historyahead-of-printahead-of-print2024-02-1310.1108/JMH-11-2023-0112https://www.emerald.com/insight/content/doi/10.1108/JMH-11-2023-0112/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Women’s entrepreneurship education: a systematic review and future agendahttps://www.emerald.com/insight/content/doi/10.1108/JMH-11-2023-0117/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn this systematic review of the literature on women’s entrepreneurship education, this paper aims to examine the current state of the field. The authors analyze publication trends, identify major themes and propose an agenda for future research. The authors review 363 articles published between 1993 and 2023, to develop a synthesized overview of women’s entrepreneurship education, complete with insights into the journals that have provided the most coverage of this topic, as well as how it has emerged over time. The authors tracked the evolution of research themes and collaboration networks over a 30-year period. Results show there has been significant growth in research on women’s entrepreneurship education, as evidenced by a surge of publications on the topic and the total number of citations. The authors categorized and analyzed six thematic clusters within the literature: entrepreneurial intention, ethical perspectives, gender-specific barriers, gender stereotypes, rural entrepreneurship and entrepreneurial self-efficacy. Building on these thematic clusters, this study discusses future research directions to advance the field.Women’s entrepreneurship education: a systematic review and future agenda
Younggeun Lee, Eric W. Liguori, Riya Sureka, Satish Kumar
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

In this systematic review of the literature on women’s entrepreneurship education, this paper aims to examine the current state of the field. The authors analyze publication trends, identify major themes and propose an agenda for future research.

The authors review 363 articles published between 1993 and 2023, to develop a synthesized overview of women’s entrepreneurship education, complete with insights into the journals that have provided the most coverage of this topic, as well as how it has emerged over time.

The authors tracked the evolution of research themes and collaboration networks over a 30-year period. Results show there has been significant growth in research on women’s entrepreneurship education, as evidenced by a surge of publications on the topic and the total number of citations.

The authors categorized and analyzed six thematic clusters within the literature: entrepreneurial intention, ethical perspectives, gender-specific barriers, gender stereotypes, rural entrepreneurship and entrepreneurial self-efficacy. Building on these thematic clusters, this study discusses future research directions to advance the field.

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Women’s entrepreneurship education: a systematic review and future agenda10.1108/JMH-11-2023-0117Journal of Management History2024-03-22© 2024 Emerald Publishing LimitedYounggeun LeeEric W. LiguoriRiya SurekaSatish KumarJournal of Management Historyahead-of-printahead-of-print2024-03-2210.1108/JMH-11-2023-0117https://www.emerald.com/insight/content/doi/10.1108/JMH-11-2023-0117/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
When government is the solution: creating the arms industry in the Connecticut River Valley in the 1800shttps://www.emerald.com/insight/content/doi/10.1108/JMH-11-2023-0122/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis historical example of the creation of the arms industry in the Connecticut River Valley in the 1800s provides new insights into the value of government venture capital (GVC) and government demand in creating a new industry. Since current theoretical explanations of the best uses of governmental venture capital are still under development, there is considerable need for further theory development to explain and predict the creation of an industry and especially those industries where failures in private capital supply necessitates governmental involvement in new firm creation. The purpose of this paper is to provide an in depth historical review of how the arms industry evolved spurred by GVC and government created demand. This study uses abductive inference as the best way to build and test emerging theories and advancing theoretical explanations of the best uses of GVC and governmental demand to achieve socially required outcomes. By observing this specific historical example in detail, the authors add to the understanding of value creation caused by governmental venture capital funding of existing theory. A major contribution of this paper is to advance theory based on detailed observation. The relatively limited research literature and theory development on governmental venture capital funding and the critical success factors in startups are enriched by this abductive investigation of the creation of the historically important arms industry and its spillover into creating the specialized machine industry.When government is the solution: creating the arms industry in the Connecticut River Valley in the 1800s
Robert Ford, Lindsay Schakenbach Regele
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This historical example of the creation of the arms industry in the Connecticut River Valley in the 1800s provides new insights into the value of government venture capital (GVC) and government demand in creating a new industry. Since current theoretical explanations of the best uses of governmental venture capital are still under development, there is considerable need for further theory development to explain and predict the creation of an industry and especially those industries where failures in private capital supply necessitates governmental involvement in new firm creation. The purpose of this paper is to provide an in depth historical review of how the arms industry evolved spurred by GVC and government created demand.

This study uses abductive inference as the best way to build and test emerging theories and advancing theoretical explanations of the best uses of GVC and governmental demand to achieve socially required outcomes.

By observing this specific historical example in detail, the authors add to the understanding of value creation caused by governmental venture capital funding of existing theory. A major contribution of this paper is to advance theory based on detailed observation.

The relatively limited research literature and theory development on governmental venture capital funding and the critical success factors in startups are enriched by this abductive investigation of the creation of the historically important arms industry and its spillover into creating the specialized machine industry.

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When government is the solution: creating the arms industry in the Connecticut River Valley in the 1800s10.1108/JMH-11-2023-0122Journal of Management History2024-03-25© 2024 Emerald Publishing LimitedRobert FordLindsay Schakenbach RegeleJournal of Management Historyahead-of-printahead-of-print2024-03-2510.1108/JMH-11-2023-0122https://www.emerald.com/insight/content/doi/10.1108/JMH-11-2023-0122/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Human–technology dichotomy in shaping management historyhttps://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0083/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe paper aims to enrich current debate about human–technology dichotomy in socio-economic settings by decoding and systematizing the main phases through which it has been approached in managerial and social studies. A multi-interpretative framework is built thanks to the adoption of a qualitative approach inspired by the inductive logic, and for analyzing the historical evolution of the approach to human–technology dichotomy and for explaining them through an innovative conceptual model. An innovative conceptual model is proposed for depicting connections and evolutions among the main four phases in the evolution of the approaches to human–technology dichotomy. Reflections and conceptual model herein can support researchers in rereading the multiple theoretical and practical contributions provided with reference to human and technology relations in socio-economic settings. The paper can support managers and entrepreneurs in defining and evaluating managerial approaches for efficiently enhancing human–technology interaction. The paper proposes an innovative conceptual model based on a multi-interpretative framework for decoding the historical evolution of the approaches to human–technology dichotomy in business settings. New variables are added to the current debate about the topic for building an original interpretive viewpoint.Human–technology dichotomy in shaping management history
Francesco Caputo, Fabiana Sepe, Enrico Di Taranto, Fabio Fiano
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

The paper aims to enrich current debate about human–technology dichotomy in socio-economic settings by decoding and systematizing the main phases through which it has been approached in managerial and social studies.

A multi-interpretative framework is built thanks to the adoption of a qualitative approach inspired by the inductive logic, and for analyzing the historical evolution of the approach to human–technology dichotomy and for explaining them through an innovative conceptual model.

An innovative conceptual model is proposed for depicting connections and evolutions among the main four phases in the evolution of the approaches to human–technology dichotomy.

Reflections and conceptual model herein can support researchers in rereading the multiple theoretical and practical contributions provided with reference to human and technology relations in socio-economic settings.

The paper can support managers and entrepreneurs in defining and evaluating managerial approaches for efficiently enhancing human–technology interaction.

The paper proposes an innovative conceptual model based on a multi-interpretative framework for decoding the historical evolution of the approaches to human–technology dichotomy in business settings. New variables are added to the current debate about the topic for building an original interpretive viewpoint.

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Human–technology dichotomy in shaping management history10.1108/JMH-12-2022-0083Journal of Management History2023-09-18© 2023 Emerald Publishing LimitedFrancesco CaputoFabiana SepeEnrico Di TarantoFabio FianoJournal of Management Historyahead-of-printahead-of-print2023-09-1810.1108/JMH-12-2022-0083https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0083/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Digital humanism and artificial intelligence: the role of emotions beyond the human–machine interaction in Society 5.0https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBy considering the challenges of Industry 5.0, the purpose of this study is to analyze the role of heuristic factors in the technical qualities and emotions of Millennials and Generation Z (Gen Z) to assess their acceptance of the use of artificial intelligence (AI) devices such as robots. For this purpose, this paper uses the innovative AI device use acceptance (AIDUA) framework. This research evaluates the implications of human–machine interactions for the usage of robots and AI in daily life. The proposed AIDUA model is tested using data collected from Millennials and Gen Z. First, a principal components analysis technique is used to validate each measure. Second, a multiple regression analysis using IBM SPSS 26.0 is conducted. The results of this study suggest that human–machine interaction is a part of a complex process in which there are different elements determining individuals’ acceptance of the use of AI devices during daily life. This paper outlines both the theoretical and practical implications. This study enriches the AIDUA model by connoting it with features and emotions belonging to the younger generation. Additionally, this research offers technology companies suggestions for addressing future efforts on technical performance and on the alignments of the expectations of young people in Society 5.0. First, the originality of this paper lies in highlighting the binary role of emotions in triggering the use of AI devices and robots. Second, the focus on Millennials and Gen Z offers a new lens for the interpretation of longitudinal phenomena in the adoption of AI. Finally, the findings of this paper contribute to the development of a new perspective regarding a “heartly collaborative” approach in Society 5.0.Digital humanism and artificial intelligence: the role of emotions beyond the human–machine interaction in Society 5.0
Domitilla Magni, Giovanna Del Gaudio, Armando Papa, Valentina Della Corte
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

By considering the challenges of Industry 5.0, the purpose of this study is to analyze the role of heuristic factors in the technical qualities and emotions of Millennials and Generation Z (Gen Z) to assess their acceptance of the use of artificial intelligence (AI) devices such as robots. For this purpose, this paper uses the innovative AI device use acceptance (AIDUA) framework. This research evaluates the implications of human–machine interactions for the usage of robots and AI in daily life.

The proposed AIDUA model is tested using data collected from Millennials and Gen Z. First, a principal components analysis technique is used to validate each measure. Second, a multiple regression analysis using IBM SPSS 26.0 is conducted.

The results of this study suggest that human–machine interaction is a part of a complex process in which there are different elements determining individuals’ acceptance of the use of AI devices during daily life. This paper outlines both the theoretical and practical implications. This study enriches the AIDUA model by connoting it with features and emotions belonging to the younger generation. Additionally, this research offers technology companies suggestions for addressing future efforts on technical performance and on the alignments of the expectations of young people in Society 5.0.

First, the originality of this paper lies in highlighting the binary role of emotions in triggering the use of AI devices and robots. Second, the focus on Millennials and Gen Z offers a new lens for the interpretation of longitudinal phenomena in the adoption of AI. Finally, the findings of this paper contribute to the development of a new perspective regarding a “heartly collaborative” approach in Society 5.0.

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Digital humanism and artificial intelligence: the role of emotions beyond the human–machine interaction in Society 5.010.1108/JMH-12-2022-0084Journal of Management History2023-06-06© 2023 Emerald Publishing LimitedDomitilla MagniGiovanna Del GaudioArmando PapaValentina Della CorteJournal of Management Historyahead-of-printahead-of-print2023-06-0610.1108/JMH-12-2022-0084https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Human machine interactions: from past to future- a systematic literature reviewhttps://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0085/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to provide insight into the evolving relationship between humans and machines, understanding its multifaceted impact on our lifestyle and landscape in the past as well as in the present, with implications for the near future. It uses bibliometric analysis combined with a systematic literature review to identify themes, trace historical developments and offer a direction for future human–machine interactions (HMIs). To provide thorough coverage of publications from the previous four decades, the first section presents a text-based cluster bibliometric analysis based on 305 articles from 2,293 initial papers in the Scopus and Web of Science databases produced between 1984 and 2022. The authors used VOS viewer software to identify the most prominent themes through cluster identification. This paper presents a systematic literature review of 63 qualified papers using the PRISMA framework. Next, the systematic literature review and bibliometric analysis revealed four major historical themes and future directions. The results highlight four major research themes for the future: from Taylorism to advanced technologies; machine learning and innovation; Industry 4.0, Society 5.0 and cyber–physical system; and psychology and emotions. There is growing anxiety among humankind that in the future, machines will overtake humans to replace them in various roles. The current study investigates the evolution of HMIs from their historical roots to Society 5.0, which is understood to be a human-centred society. It balances economic advancement with the resolution of social problems through a system that radically integrates cyberspace and physical space. This paper contributes to research and current limited knowledge by identifying relevant themes and offering scope for future research directions. A close look at the analysis posits that humans and machines complement each other in various roles. Machines reduce the mechanical work of human beings, bringing the elements of humanism and compassion to mechanical tasks. However, in the future, smart innovations may yield machines with unmatched dexterity and capability unthinkable today. This paper attempts to explore the ambiguous and dynamic relationships between humans and machines. The present study combines systematic review and bibliometric analysis to identify prominent trends and themes. This provides a more robust and systematic encapsulation of this evolution and interaction, from Taylorism to Society 5.0. The principles of Taylorism are extended and redefined in the context of HMIs, especially advanced technologies.Human machine interactions: from past to future- a systematic literature review
Namita Jain, Vikas Gupta, Valerio Temperini, Dirk Meissner, Eugenio D’angelo
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to provide insight into the evolving relationship between humans and machines, understanding its multifaceted impact on our lifestyle and landscape in the past as well as in the present, with implications for the near future. It uses bibliometric analysis combined with a systematic literature review to identify themes, trace historical developments and offer a direction for future human–machine interactions (HMIs).

To provide thorough coverage of publications from the previous four decades, the first section presents a text-based cluster bibliometric analysis based on 305 articles from 2,293 initial papers in the Scopus and Web of Science databases produced between 1984 and 2022. The authors used VOS viewer software to identify the most prominent themes through cluster identification. This paper presents a systematic literature review of 63 qualified papers using the PRISMA framework.

Next, the systematic literature review and bibliometric analysis revealed four major historical themes and future directions. The results highlight four major research themes for the future: from Taylorism to advanced technologies; machine learning and innovation; Industry 4.0, Society 5.0 and cyber–physical system; and psychology and emotions.

There is growing anxiety among humankind that in the future, machines will overtake humans to replace them in various roles. The current study investigates the evolution of HMIs from their historical roots to Society 5.0, which is understood to be a human-centred society. It balances economic advancement with the resolution of social problems through a system that radically integrates cyberspace and physical space. This paper contributes to research and current limited knowledge by identifying relevant themes and offering scope for future research directions. A close look at the analysis posits that humans and machines complement each other in various roles. Machines reduce the mechanical work of human beings, bringing the elements of humanism and compassion to mechanical tasks. However, in the future, smart innovations may yield machines with unmatched dexterity and capability unthinkable today.

This paper attempts to explore the ambiguous and dynamic relationships between humans and machines. The present study combines systematic review and bibliometric analysis to identify prominent trends and themes. This provides a more robust and systematic encapsulation of this evolution and interaction, from Taylorism to Society 5.0. The principles of Taylorism are extended and redefined in the context of HMIs, especially advanced technologies.

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Human machine interactions: from past to future- a systematic literature review10.1108/JMH-12-2022-0085Journal of Management History2024-03-15© 2024 Emerald Publishing LimitedNamita JainVikas GuptaValerio TemperiniDirk MeissnerEugenio D’angeloJournal of Management Historyahead-of-printahead-of-print2024-03-1510.1108/JMH-12-2022-0085https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0085/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Understanding governance and control challenges of blockchain technology in healthcare and energy sectors: a historical perspectivehttps://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0086/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite rapid growth in blockchains, there was limited discussion about non-technical and technical factors on blockchain governance in the extant literature. This study aims to contribute new knowledge to the literature on potential factors affecting the adoption, governance and scale-up of blockchain technologies in the health-care and energy sectors, presented in a holistic framework. This study adopts the qualitative case study research methodology to research blockchain governance in practice. The authors contacted a national blockchain consortium to conduct their research on the governance issue of blockchain. Two leading case organizations, one from the health-care industry and another from the energy industry, were deliberately selected for their study for their active role and reputation in the consortium and practical experience in blockchain governance. The developed framework helps identify potential research gaps or concerns on adopting a blockchain as well as assessing blockchain implementation and governance in other industries. Depending on the circumstances, some of the factors can be either drivers or obstacles to further blockchain development. The different forces may also be more or less evident over time as blockchains develop. The two real-world case studies contribute to the information technology governance literature on blockchain governance. The results of this case studies will be beneficial for developing theories and empirical models to determine antecedents for achieving consensus and trust in blockchain and testing the relationship between these factors and blockchain governance at different levels. As a result, theories related to the governance of blockchain technologies could be further developed.Understanding governance and control challenges of blockchain technology in healthcare and energy sectors: a historical perspective
Justin Zuopeng Zhang, Wu He, Sachin Shetty, Xin Tian, Yuming He, Abhishek Behl, Ajith Kumar Vadakki Veetil
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

Despite rapid growth in blockchains, there was limited discussion about non-technical and technical factors on blockchain governance in the extant literature. This study aims to contribute new knowledge to the literature on potential factors affecting the adoption, governance and scale-up of blockchain technologies in the health-care and energy sectors, presented in a holistic framework.

This study adopts the qualitative case study research methodology to research blockchain governance in practice. The authors contacted a national blockchain consortium to conduct their research on the governance issue of blockchain. Two leading case organizations, one from the health-care industry and another from the energy industry, were deliberately selected for their study for their active role and reputation in the consortium and practical experience in blockchain governance.

The developed framework helps identify potential research gaps or concerns on adopting a blockchain as well as assessing blockchain implementation and governance in other industries. Depending on the circumstances, some of the factors can be either drivers or obstacles to further blockchain development. The different forces may also be more or less evident over time as blockchains develop. The two real-world case studies contribute to the information technology governance literature on blockchain governance.

The results of this case studies will be beneficial for developing theories and empirical models to determine antecedents for achieving consensus and trust in blockchain and testing the relationship between these factors and blockchain governance at different levels. As a result, theories related to the governance of blockchain technologies could be further developed.

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Understanding governance and control challenges of blockchain technology in healthcare and energy sectors: a historical perspective10.1108/JMH-12-2022-0086Journal of Management History2023-07-14© 2023 Emerald Publishing LimitedJustin Zuopeng ZhangWu HeSachin ShettyXin TianYuming HeAbhishek BehlAjith Kumar Vadakki VeetilJournal of Management Historyahead-of-printahead-of-print2023-07-1410.1108/JMH-12-2022-0086https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0086/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The scientific approach to facilitate the human-machine interactions. The case of Carrozzeria Fratelli Basilehttps://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0087/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore human–machine interactions in the process of adopting artificial intelligence (AI) based on the principles of Taylorism and digital Taylorism to validate these principles in postmodern management. The topic has been investigated by means of a case study based on the current experience of Carrozzeria Basile, a body shop born in Turin in 1970. The Carrozzeria Basile’s approach is rooted in scientific management concepts, and its digital evolution is aimed at centring humans, investigating human–machine interactions and how to take advantage of both of these. The research contributes to both Taylorism management and the literature on human–machine interactions. A unique case study represents a first step in comprehending the phenomenon but could also represent a limit for the study. Practical implications refer to the scientific path to facilitate the implementation and adoption of emerging technologies in the organisational process, including employee engagement and continuous employee training. The research focuses on human–machine interactions in the process of adopting AI in the automation process. Its novelty also relies on the comprehension of the needed path to facilitate these interactions and stimulate a collaborative and positive approach. The study fills the literature gap investigating the interactions between humans and machines beginning with their historical roots, from Taylorism to digital Taylorism, in relation to an empirical scenario.The scientific approach to facilitate the human-machine interactions. The case of Carrozzeria Fratelli Basile
Lea Iaia, Monica Fait, Alessia Munnia, Federica Cavallo, Elbano De Nuccio
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore human–machine interactions in the process of adopting artificial intelligence (AI) based on the principles of Taylorism and digital Taylorism to validate these principles in postmodern management.

The topic has been investigated by means of a case study based on the current experience of Carrozzeria Basile, a body shop born in Turin in 1970.

The Carrozzeria Basile’s approach is rooted in scientific management concepts, and its digital evolution is aimed at centring humans, investigating human–machine interactions and how to take advantage of both of these.

The research contributes to both Taylorism management and the literature on human–machine interactions. A unique case study represents a first step in comprehending the phenomenon but could also represent a limit for the study.

Practical implications refer to the scientific path to facilitate the implementation and adoption of emerging technologies in the organisational process, including employee engagement and continuous employee training.

The research focuses on human–machine interactions in the process of adopting AI in the automation process. Its novelty also relies on the comprehension of the needed path to facilitate these interactions and stimulate a collaborative and positive approach. The study fills the literature gap investigating the interactions between humans and machines beginning with their historical roots, from Taylorism to digital Taylorism, in relation to an empirical scenario.

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The scientific approach to facilitate the human-machine interactions. The case of Carrozzeria Fratelli Basile10.1108/JMH-12-2022-0087Journal of Management History2023-11-08© 2023 Emerald Publishing LimitedLea IaiaMonica FaitAlessia MunniaFederica CavalloElbano De NuccioJournal of Management Historyahead-of-printahead-of-print2023-11-0810.1108/JMH-12-2022-0087https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0087/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
In search of breadth and depth: the origin story of a multidisciplinary faculty of managementhttps://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0088/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to use the origin story of Dalhousie’s Faculty of Management as a foil for unpacking the tensions between deep disciplinary specialization and liberal education in business schools in Canada and the USA. Ultimately, the paper reveals that those tensions are not irreconcilable, and that through the fortunes of historical contingencies and deliberate decision-taking, a faculty can embrace the benefits of both breadth and depth. The paper proposes a critical organizational history of management education through a case study. By drawing on secondary literature and archival sources, the authors focus on moments in business education, such as the founding of the Wharton School of Business, the release of the Carnegie and Ford Reports and the trend towards increased specialization to situate a case study of Dalhousie University’s Faculty of Management. The authors find that the evolution of business education in North America from its broad, liberal origins towards narrow, specialization has come at a cost to some of the benefits of business and management education. An alternative approach, one reflected in the design of Dalhousie’s Faculty of Management, its programme offerings and its interconnection with other disciplines, enables the advantages of deep disciplinarity to co-exist (and cross-inform) with the advantages of liberal approach to knowledges. The Dalhousie model offers business schools an example of a faculty that balances the rich insights of liberal interdisciplinarity with the need for sophisticated approaches to more granular, often disciplinary, topics. In addition, the paper offers the story of a multidisciplinary management faculty, some explanation for how that faculty was maintained despite pressures towards specialization; and in doing so, contributes to the limited historical research of management education, particularly in Canada, post-2000.In search of breadth and depth: the origin story of a multidisciplinary faculty of management
Kim Brooks, Thomas Nichini
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to use the origin story of Dalhousie’s Faculty of Management as a foil for unpacking the tensions between deep disciplinary specialization and liberal education in business schools in Canada and the USA. Ultimately, the paper reveals that those tensions are not irreconcilable, and that through the fortunes of historical contingencies and deliberate decision-taking, a faculty can embrace the benefits of both breadth and depth.

The paper proposes a critical organizational history of management education through a case study. By drawing on secondary literature and archival sources, the authors focus on moments in business education, such as the founding of the Wharton School of Business, the release of the Carnegie and Ford Reports and the trend towards increased specialization to situate a case study of Dalhousie University’s Faculty of Management.

The authors find that the evolution of business education in North America from its broad, liberal origins towards narrow, specialization has come at a cost to some of the benefits of business and management education. An alternative approach, one reflected in the design of Dalhousie’s Faculty of Management, its programme offerings and its interconnection with other disciplines, enables the advantages of deep disciplinarity to co-exist (and cross-inform) with the advantages of liberal approach to knowledges.

The Dalhousie model offers business schools an example of a faculty that balances the rich insights of liberal interdisciplinarity with the need for sophisticated approaches to more granular, often disciplinary, topics. In addition, the paper offers the story of a multidisciplinary management faculty, some explanation for how that faculty was maintained despite pressures towards specialization; and in doing so, contributes to the limited historical research of management education, particularly in Canada, post-2000.

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In search of breadth and depth: the origin story of a multidisciplinary faculty of management10.1108/JMH-12-2022-0088Journal of Management History2024-02-21© 2024 Emerald Publishing LimitedKim BrooksThomas NichiniJournal of Management Historyahead-of-printahead-of-print2024-02-2110.1108/JMH-12-2022-0088https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0088/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Changing learning paradigms: an interplay of Digital Taylorism and technostress on perceived employabilityhttps://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0089/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMassive open online courses (MOOCs), a Taylorist attempt to automate instruction, help make course delivery more efficient, economical and better. As an implementation of Digital Taylorism Implementation (DTI), MOOCs enable individuals to obtain an occupation-oriented education, equipping them with knowledge and skills needed to stay employable. However, learning through online platforms can induce tremendous amounts of technology-related stress in learners such as complexity of platforms and fears of redundancy. Thus, the aim of this paper is to study how student perceptions of DTI and technostress (TS) influence their perceived employability (PE). The role of TS as a mediator between DTI and PE has also been studied. Stratified sampling technique has been used to obtain data from 305 students from 6 universities. The effect of DTI and TS on PE, and the role of TS as a mediator, has been examined using the partial least squares (PLS) structural equation modelling approach with SMART PLS 4.0. software. Predictive relevance of the model has been studied using PLSPredict. Results indicate that TS completely mediates the relationship between DTI and PE. The model has medium predictive relevance. Learning outcomes from Digitally Taylored programs can be improved with certain reforms that bring the human touch to online learning. This study extends Taylorism literature by linking DTI to PE of students via technostress as a mediator.Changing learning paradigms: an interplay of Digital Taylorism and technostress on perceived employability
Harshleen Kaur Duggal, Puja Khatri, Asha Thomas, Marco Pironti
Journal of Management History, Vol. ahead-of-print, No. ahead-of-print, pp.-

Massive open online courses (MOOCs), a Taylorist attempt to automate instruction, help make course delivery more efficient, economical and better. As an implementation of Digital Taylorism Implementation (DTI), MOOCs enable individuals to obtain an occupation-oriented education, equipping them with knowledge and skills needed to stay employable. However, learning through online platforms can induce tremendous amounts of technology-related stress in learners such as complexity of platforms and fears of redundancy. Thus, the aim of this paper is to study how student perceptions of DTI and technostress (TS) influence their perceived employability (PE). The role of TS as a mediator between DTI and PE has also been studied.

Stratified sampling technique has been used to obtain data from 305 students from 6 universities. The effect of DTI and TS on PE, and the role of TS as a mediator, has been examined using the partial least squares (PLS) structural equation modelling approach with SMART PLS 4.0. software. Predictive relevance of the model has been studied using PLSPredict.

Results indicate that TS completely mediates the relationship between DTI and PE. The model has medium predictive relevance.

Learning outcomes from Digitally Taylored programs can be improved with certain reforms that bring the human touch to online learning.

This study extends Taylorism literature by linking DTI to PE of students via technostress as a mediator.

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Changing learning paradigms: an interplay of Digital Taylorism and technostress on perceived employability10.1108/JMH-12-2022-0089Journal of Management History2023-07-28© 2023 Harshleen Kaur Duggal, Puja Khatri, Asha Thomas and Marco Pironti.Harshleen Kaur DuggalPuja KhatriAsha ThomasMarco PirontiJournal of Management Historyahead-of-printahead-of-print2023-07-2810.1108/JMH-12-2022-0089https://www.emerald.com/insight/content/doi/10.1108/JMH-12-2022-0089/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Harshleen Kaur Duggal, Puja Khatri, Asha Thomas and Marco Pironti.