The singular touchstone: the enduring relevance of <i>The Evolution of Management Thought</i>

Muldoon, Jeff; Novičević, Milorad M.; Deal, Nicholous Mark; Buckley, M. Ronald

doi:10.1108/jmh-07-2022-0028

Cited by 4 publications

(4 citation statements)

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“…Second, knowing more about when it is ethically appropriate and broadly beneficial to give away offerings in an increasingly complex and ambiguous commercial arena requires that industrial age notions of agency theory be evolved so they remain fit for purpose (McLaren et al, 2015). Modern firms are a nexus of contracts (Muldoon, Novicevic, Deal and Buckley, 2023). They frequently entail fuzzy boundaries and unclear lines of accountability.…”

Section: Discussion and Conclusion: Free As Corporate Strategymentioning

confidence: 99%

“…First, there is the central and unanswered question that inevitably comes when discussing corporate social responsibility: are these kinds of initiatives pursued by firms as a genuine attempt to improve society (even if they entail forfeiting private wealth creation) or are they a means to mislead? (Muldoon et al, 2022;Muldoon, Novicevic, Deal and Buckley, 2023). Indeed, to appreciate something of the motivation for why corporations do things for free provides an opportunity for abductive reasoning (reasoning by analogy) (Bruce, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Sizzle without the steak: the emerging strategic implications of receiving a free offering in the digital age

Desjardins

Gould

Park

2023

JMH

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Purpose This study aims to fill a gap in the literature. The notion of giveaways/free has not been well addressed in management history literature and arguably is a valuable contribution in that it has a strategic dimension. Design/methodology/approach This paper is conceptual. It is a structured survey of ideas/opinions about the notion of “free” in commercial endeavor. The survey is organized largely from a historical perspective. Findings Several categories of “free” are delineated and placed into a historical and strategic context. Originality/value The work has strategic implications and lays out a new research agenda for management historians.

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Section: Discussion and Conclusion: Free As Corporate Strategymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Sizzle without the steak: the emerging strategic implications of receiving a free offering in the digital age

Desjardins

Gould

Park

2023

JMH

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“…2. A term used recently by Muldoon et al (2023b) to describe the way in which some literary works persist in their relevance across time and continue to be well-received as grand narratives of phenomena.…”

Section: Notesmentioning

confidence: 99%

Recovering the neglected importance of Harry Hopkins’ role in the New Deal: insights for management and organization studies

Deal,

MacIsaac,

Mills

et al. 2023

JMH

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Purpose 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). Design/methodology/approach 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. Findings 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. Originality/value 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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“…However, despite Bedeian's status as an exemplary scholar (Muldoon et al, 2022a(Muldoon et al, , 2022b, few have adhered or considered his viewpoint. Once again, the culprit is our desire for paradigm development, as we assume that our theories should hold under all circumstances and have very little historical influence.…”

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confidence: 99%

Editorial: Every manager, a historian

Muldoon

2023

JMH

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To be ignorant of what occurred before you were born is to remain always a child. For what is the worth of human life, unless it is woven into the life of our ancestors by the records of history? (Marcus Tullius Cicero, Roman Senator and Consul) As this is my first editorial as solo Editor in Chief of the Journal of Management History, I want to accomplish two tasks. The first is that I want to thank Brad Bowden for his excellent work as editor and then co-editor of the journal. I believe I am not alone in thinking that Brad strengthened the journal by bringing in and developing new authors, opening the journal to the debates in the field and encouraging the journal to be a "big-tent" or "broadchurch" in that we publish a wide range of articles everything from traditional management history to post-modernist and amodernist perspectives on history. Although Brad was a frequent and enthusiastic participant (some would say too enthusiastic) in debates, nevertheless he promoted and published a wide range of scholars. The management history field owes him a debt of gratitude.My second task is to lay out a vision of management history to illustrate its absolute importance to management practice and research. Currently, management history is at the periphery of the profession as there are few courses offered in the topic. Most scholars in the mainstream deem management history as being "too trivial." I believe this sentiment stems from a lack of understanding of the terms "management" and "history." Although these terms are frequently used, they are often misunderstood by scholars and practitioners alike. I believe that this confusion has lowered the importance of management history throughout the curriculum and even the practicing managers we seek to educate. For example, there are differing definitions and competing ideologies that confuse and befuddle scholars. A potential solution is to ask the basic question: how we reduce the definition to the lowest common denominator? Accordingly, I would like to define what I mean by these terms and by doing so to illustrate their vital importance to management research and practice.Management is simplegetting work done collaboratively through others. As such, it covers a wide range of business activities and is not limited to organizational behavior, human resource management, operations or strategy, but can consider entrepreneurship, marketing, accounting, finance and other business fields. In addition, given that getting work done through others is broadly understood, conceptualizing management can also consider literatures such as psychology, sociology, economics, political science and anthropology. Management scholars often use these areas (sometimes shamelessly) to develop theories and interventions for management problems. Indeed, management is so varied and diverse, I will not claim that I am exhaustive in either list I provide.Whereas management can be defined and its importance obvious, the definition of history is more diffuse, questionable and its importance deba...

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The singular touchstone: the enduring relevance of The Evolution of Management Thought

Cited by 4 publications

References 68 publications

Sizzle without the steak: the emerging strategic implications of receiving a free offering in the digital age

Sizzle without the steak: the emerging strategic implications of receiving a free offering in the digital age

Recovering the neglected importance of Harry Hopkins’ role in the New Deal: insights for management and organization studies

Editorial: Every manager, a historian

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