Dynamic Sublimes, Changing Plans, and The Legacy of A Megaproject: The Case of the 1966 Soccer World Cup

Gillett, Alex; Tennent, Kevin D.

doi:10.1177/875697281704800608

Cited by 29 publications

(10 citation statements)

References 86 publications

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“…There are naturally exceptions to this (e.g. Cooke & Alcadipani, 2015;Gillett & Tennent, 2017;Maclean, Harvey, Sillince, & Golant, 2014;2018a), some of which we explore below (Bruce, 2006;Hassard, 2012;O'Connor, 1999). However, this provides the present researchers with an opportunity to demonstrate the deeper engagement with archives urged by Cummings and Bridgman (2016), in what has proved to be an intensive, archivalbased study.…”

Section: Introductionmentioning

confidence: 92%

Management Learning in Historical Perspective: Rediscovering Rowntree and the British Interwar Management Movement

Maclean

Shaw

Harvey

et al. 2020

AMLE

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British interwar management (1918-1939) has been criticized as overly conservative, comprising a core of progressive firms amidst a mass of conservatively-run, familydominated businesses. According to the dominant narrative, British firms exhibited little interest in new managerial approaches. Our study of the Rowntree business lectures and British interwar management movement challenges this view; suggesting British managers displayed greater openness to innovation than is commonly recognized. We uncover and analyse a network of British firms engaged in management education through organized peerto-peer communication, facilitated by lectures and management research groups initiated by Seebohm Rowntree. Our primary contribution to the literature is to offer a more nuanced perspective on the evolution of British management learning in the interwar years. This reveals dynamic knowledge networks reflexively engaged in advancing and codifying practice-based learning to promote the diffusion of effective solutions to shared problemsbuilding communities of practice, codifying management knowledge, and drawing on an ethos of 'business as service'. By undertaking archival research to create a coherent body of documentary material, and making this available to others, we also make a methodological contribution, creating a new 'space' for future researchers to explore, from which they can write new management histories of their own.

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Section: Introductionmentioning

confidence: 92%

Management Learning in Historical Perspective: Rediscovering Rowntree and the British Interwar Management Movement

Maclean

Shaw

Harvey

et al. 2020

AMLE

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“…Megaprojects are temporary organizations undertaken to plan and execute complex large-scale infrastructure project ventures with a long duration and a high budget (from several hundreds of millions to billions of dollars) that involve multiple stakeholders (Gillett & Tennent, 2017;Locatelli & Mancini, 2010;Flyvbjerg et al, 2000). Megaprojects are highly uncertain and crisis-prone projects that usually suffer from cost overruns, delays, and benefit shortfalls (Flyvbjerg, 2014).…”

Section: Introductionmentioning

confidence: 99%

Crises and Coping Strategies in Megaprojects: The Case of the Islamabad–Rawalpindi Metro Bus Project in Pakistan

Iftikhar

Müller

Ahola

2021

Project Management Journal

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This study focuses on crises in megaprojects and on the strategies used to cope with them. The context examined is the Islamabad–Rawalpindi Metro, a megaproject in Pakistan. Our empirical data comprise semistructured interviews, illustrative materials, and archival data, analyzed using grounded theory. In the crisis management model, we divide crises into four categories: (1) internal technical/economic; (2) internal social; (3) external technical/economic; and (4) external social crises; and link them to six distinct coping strategies: communication, coordination, resource mobilization, planning and multitasking, negotiation, and compensation. We observe that the first three of these strategies are generic in nature, whereas the three latter are crisis-specific strategies.

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“…This reflects Clark and Rowlinson’s (2004) call to action, which suggested that a recourse to theoretically informed history with its potential for rich narratives could displace economically deterministic understandings of organizational phenomena or instrumentalist uses of history as retrospective sensemaking. This call has been heeded in studies of ANTi-history (Durepos and Mills, 2012a), rhetorical history (Anteby and Molnar, 2012; McGaughey, 2013; Oertel and Thommes, 2015; Suddaby et al, 2010), memory studies (Foster et al, 2011; Mena et al, 2016; Ocasio et al, 2016) and the uses of the past (Foster et al, 2017; Gillett and Tennent, 2017; Illia and Zamparini, 2016; Lubinski, 2018; Maclean et al, 2014; Tennent and Gillett, 2016; 2018) all which have been debated, theorized and tested with increased fervour and rigour. This has led to significant contributions to the ways we understand and engage with history in and around organizations.…”

Section: Introductionmentioning

confidence: 99%

Developing historical consciousness in management learners

Tennent¹,

Gillett

Foster

2019

Management Learning

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This article argues and advocates strategies for the development of historical consciousness to stimulate both first- and second-order critical reflexivity in management students with the goal of creating critical management learners. The historic turn in management and organizational studies has demonstrated that history is not the same as the past. This understanding has had implications for many areas of investigation but has not been felt as significantly as it might be in management learning and education. To make our argument, we discuss how archives can be used to stimulate the process of historical consciousness in management learners and we provide an illustrative example of how this can be done, together with a checklist to aid instructors in facilitating student use of archival material.

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Dynamic Sublimes, Changing Plans, and The Legacy of A Megaproject: The Case of the 1966 Soccer World Cup

Cited by 29 publications

References 86 publications

Management Learning in Historical Perspective: Rediscovering Rowntree and the British Interwar Management Movement

Management Learning in Historical Perspective: Rediscovering Rowntree and the British Interwar Management Movement

Crises and Coping Strategies in Megaprojects: The Case of the Islamabad–Rawalpindi Metro Bus Project in Pakistan

Developing historical consciousness in management learners

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