The article describes what we have come to call ANTi-History, which entails the development of actor-network theory (ANT) as a critical approach to organizational historiography. It proceeds through four sections: 1) a review of the call for critical organizational historiography to establish the need for ANTi-History; 2) an overview of ANT to identify its potential to contribute to critical organizational historiography; 3) a development of ANT insights into an ANTi-History, through engagement with cultural theory historiography, and the sociology of knowledge; and 4) an account of the potential contribution of ANTi-History to critical management studies.

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Gender concerns have been almost totally ignored within organizational analysis. This paper attempts to redress that ignorance. It has four related tasks: (1) to illustrate examples of gender-blind approaches to the study of organizations; (2), by way of a selective review of the organizations and culture debate, to argue for the utility of an organizational culture focus for an understanding of gender; (3), to root an organizational culture focus, along with gender concerns, within a feminist materialist method of analysis; (4), to explore, by way of a strategic application of Clegg's (1981) 'rule' focus, the potential of a feminist materialist analysis for understanding the relationship between gender and organizational culture.

 Over the past three decades strategic management has become a crucial aspect of business education and practice. At the core of strategic managementlinking technique to worldview -is modelling (e.g. value chain, SWOT analysis) whereby the complex elements of strategic thinking are simplified. This accounts in large part for the apparent popularity of strategic management as complex interrelationships are pursued through relatively simple models. Yet has the field of strategic management realized the third order of simulacra? Is strategic management a model of simulation whereby reality has been replaced by hyperreality? A review of the extant literature on strategy explores the study and practice of strategy as a discourse, engulfed by its own truth effects. An examination of the concepts of reflexivity demonstrates the value of a postmodern radical reflexive account through the application of Baudrillard's (1983Baudrillard's ( , 1988Baudrillard's ( , 1991Baudrillard's ( , 1994 simulation and simulacra. It is through the development of a radical reflexive discourse of strategy as simulacra, this paper critically examines the study and practice of strategy and the lessons we can take from this perspective.

Building on recent interest in formative contexts and management in the USA, this article explores the contribution of the Academy of Management to the development of modern management theory. Drawing on archival research and content analysis of selected management textbooks, we examine the development of the Academy of Management from 1936 to 1960 and the role of its presidents in the dissemination of management theory. We conclude that there is some evidence that the Academy allied itself with dominant Cold War themes that translated into a philosophy of management, which influenced the character of the organization for decades.Though it is unlikely that the Academy per se had much influence on the development of management theory, its early leadership may have had a disproportionate influence through the medium of the business textbook.

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