Call for Papers: MHRG annual workshop 2017 – People’s History Museum, Manchester July 10-11

CONFERENCE PROGRAMME – Draft programme now available (click link below):

MHRG Schedule 2017 FINAL DRAFT v.2

VENUE INFORMATION  http://www.phm.org.uk/visit-us/how-to-find-us/

PANEL ANNOUNCEMENT – The 2nd day of the conference will include a special discussion panel on contemporary and historical management of universities, featuring Professor Bill Cooke (York), Professor Thomas Docherty (Warwick), Professor Mary Evans (LSE), and Professor Stuart Jones (Manchester).

WORKSHOP KEYNOTE SPEAKERS –

Professor Hannah Barker, University of Manchester

Professor Stephen Linstead, University of York

 Workshop theme: Breakpoints, Crises and Histories of the People

“Nothing is so astounding as the vitality of the social organism – how it persists, feeding itself, clothing itself, amusing itself, in the face of the worst calamities.”

John Scott Ten Days that Shook the World, (1977: 117)

It seems increasingly commonplace for ‘everyday life’ to be framed in terms of emergency, crisis and disaster. Is the election of Donald Trump a calamity for the United States and the world? Will Brexit be a calamity for Britain? Shocks to the body politic such as financial collapses, wars, revolutions and unexpected election results invite speculation about opportunities, crises and impending disasters. ‘Hinges of history’ are supposedly swinging this way and that.

But, as John Scott above reminds us, even amid the historical breakpoint of 1917, somehow social life persists and develops. The field of social history has played a vital role in decentring the privileged narratives of ‘great white men’ of history, instead emphasizing the often hidden, silenced, or side-lined voices of ‘the people’. Recognising that ‘history is never for itself, it is always for someone’ (Jenkins, 1991/ 2003: 21), the Management History Research Group’s annual workshop will be based around the theme of ‘breakpoints, crises, and histories of the people’.

The word ‘crisis’ is derived from the Greek word krisis which variously means an unstable situation, a judgement, or a turning point in a disease. Bodies die, but the social organism often survives. What persists is remembered in the texts, documents, writings, images and constructions of social memory. The Peoples’ History Museum in Manchester is thus the ideal location for the hosting of this workshop.

The workshop will ask who or what is ‘the people’ and what is its relationship to ‘management’, especially in times of crisis? How, and in what ways, can management and the people be understood historically? Is a ‘people’s history’ (see for example Zinn, 2003) oppositional or complementary to management history? What historical, sociological, and anthropological methods can be applied to make sense of the interactions of management and the people in writing informed and reflexive historical narratives of the continuities and changes associated with crises and turning points?

The Middletown studies in Muncie, Indiana (Lynd & Lynd 1929 / 1956) or the Worktown studies of Bolton, Lancashire (see Hilton, 2008; Stanley, 2007), perhaps provide interesting examples. Both these industrial towns were deeply affected by the financial crisis of 1929 and the depression of the Thirties, prefiguring the decades of industrial ‘restructuring’ that have ravaged these towns from the 1980s to the present day. Socially-informed management history involves the intersection of numerous disciplines: business history, social history, industrial and urban sociology, and social anthropology among others.  The Management History Research Group embraces interdisciplinary approaches in what promises to be an exciting and collegial event.

The MHRG annual workshop is a friendly, economical and academically open venue for the presentation of research in the field of management history, broadly defined. Papers that relate to the workshop theme or any other topic in management history are welcome.

There are two main types of submission:

1) Full Papers of around 4,000-8,000 words, excluding references. These papers will be circulated in advance to the participants at the workshop and will be allocated longer slots in the schedule.

2) Developmental Papers/Presentations. Please submit an abstract of c.250 words, excluding references.

We also welcome expressions of interest to organize panels around specific topics; roundtables; debates; or technical / methodological panels.

We particularly encourage PhD students and those who have not attended the MHRG before to submit. The MHRG is a supportive and developmental environment for the presentation of research.

The deadline for submissions is 30 May 2017. Decisions on acceptance will be issued by 5 June 2017. Please email submissions and any queries to:

mhrg.manchester@gmail.com

Full registration fee including evening dinner on 10th July is £110. Reduced rate for PhD students and retired delegates is £65.

We look forward to receiving your submissions!

Kind regards

MHRG Workshop Committee

References

Hinton, J., (2008) ‘The “Class Complex”: Mass-Observation and Cultural Distinction in Pre-War Britain’, Past and Present, 199 (1): 207-236

Jenkins, K., (1991 / 2003) Re-thinking History, London: Routledge

Lynd, R.S. and Lynd, H.M. (1929 /1956) Middletown: A Study in Modern American Culture, San Diego: Harcourt Brace Jovanovich

Scott, J., (1919 /1977) Ten Days that Shook the World, London: Penguin

Stanley, L., (2007) ‘Mass-Observation’s Fieldwork Methods’, in Atkinson et al, eds., (2007) Handbook of Ethnography, London: Sage

Zinn, H., (2003) A People’s History of the United States, 1492-Present, New York: Harper & Row

Special Issue of Management and Organization History – Imperialism and Coloniality in Management and Organization History

The ongoing dialogue about the role that history can play in the formation of organization theory, and the role that organization theory can and does play in management and organization history (Maclean, Harvey, and Clegg 2015; Rowlinson, Hassard, and Decker 2014; Taylor, Bell, and Cooke 2009; Clark and Rowlinson 2004) should enjoinder greater engagement with areas where historians have long engaged in theoretical work. Classical theories of imperialism (Hobson 1902; Lenin 1999; Schumpeter 1951), historiographical theories of imperialism (Cain and Hopkins 2002; Gallagher and Robinson 1953; Jones 1980; West 1973), and post-colonial theory that explores the operation of capitalism (for example, Chibber 2014; Quijano 2007; Moraña, Dussel, and Jáuregui 2008) are all theory-sets that draw heavily on historical analysis. The already rich relationship between history and theory in these connected fields provides an opportunity to explore the contribution that management and organization history can make to both the theories and history of imperialism and coloniality, and how a reflection on these topics can provoke a richer and theory-informed understanding of how management and organizations replicate and form circuits of power–globally and locally.

In a contribution to the growing literature on coloniality, Aníbal Quijano writes that:

In the beginning colonialism was a product of a systematic repression, not only of the specific beliefs, ideas, images, symbols or knowledge that were not useful to global colonial domination, while at the same time the colonizers were expropriating from the colonized their knowledge, specially in mining, agriculture, engineering, as well as their products and work. The repression fell, above all, over the modes of knowing, of producing knowledge, of producing perspectives, images and systems of images, symbols, modes of signification, over the resources, patterns, and instruments of formalized and objectivised expression, intellectual or visual. (Quijano, 2007, p.169).

The historical and contemporary claims made by Quijano that relate to management and organization (for instance, the simultaneous and ongoing imposition and expropriation of socio-economic knowledge) and its express linkage to business activities, resonates with the business history literature on the role that corporations have played in the process of imperialism in “informal” spheres, in particular in Latin America (for example, the classic work of Christopher Platt. See Platt 1977 as well as Jones 1980, and Miller 1999). While there have been recent contributions to that have reflected on the use of knowledge and organizational learning in the creation of colonial business activity (Mollan 2009) and the continuity of management practices from the colonial period to the present (Cooke 2003) there remains a gulf in knowledge of how business–and managerial practices of firms and other international organizations–created and sustained the social and economic relationships described by the writers on coloniality and imperialism. The methods of coercion, systemic integration, management control, and knowledge, remain largely opaque at the organizational level. Nevertheless, the continuity of these practices is present in what Bobby Banerjee has described as ‘necrocapitalism’, a contemporary form of colonialism; the power of corporations ‘to create lifeworlds and deathworlds in the contemporary political economy’ (Banerjee 2008, 1542). If this is so, then a fuller understanding of imperialism and coloniality in management and organization history will have much to reveal about international economic relations, social and economic development, enduring inequalities, and managerial and organizational behaviour in the liminal space between the ‘developed’ and ’emerging’ economies however considered with reference to period and place.

Topics might include but are not limited to:

  • The absorption and co-option of knowledge from colonized peoples into the organization(s) and management of empire
  • How management and organization perform agency and create structure in imperial and post-colonial contexts
  • Management and organization historical studies that explore classical, historiographical and post-colonial theories of imperialism and coloniality
  • New management and organization theories of imperialism and coloniality
  • Organizations as sites of contestation and liminality in imperial and colonial encounters
  • Management and organization as acts of colonial violence
  • The relationship between business, management, organization and (under)development in imperial and post-colonial periods
  • Management and organization as processes, and organizations as institutions, in the transmission of imperial power
  • Managers as colonial elites; colonial elites as managers
  • The development of management thought and its relationship to (neo)imperial ideas
  • Slavery and forced labour in the management and organization history of empire
  • Representations of empire in corporate history
  • Corporate archives as archives of imperialism
  • The colonial heritage of multinationals

References

Banerjee, Subhabrata Bobby. 2008. “Necrocapitalism.” Organization Studies 29 (12): 1541–63.
Cain, Peter J., and Anthony G. Hopkins. 2002. British Imperialism: 1688-2000. London: Pearson Education.
Chibber, Vivek. 2014. Postcolonial Theory and the Specter of Capital. Verso Books.
Clark, Peter, and Michael Rowlinson. 2004. “The Treatment of History in Organisation Studies: Towards an ‘Historic Turn’?” Business History 46 (3): 331–52.
Cooke, Bill. 2003. “The Denial of Slavery in Management Studies.” Journal of Management Studies 40 (8). Blackwell Publishing Ltd.: 1895–1918. doi:10.1046/j.1467-6486.2003.00405.x.
Gallagher, John, and Ronald Robinson. 1953. “The Imperialism of Free Trade.” The Economic History Review 6 (1). Wiley Online Library: 1–15.
Hobson, John Atkinson. 1902. Imperialism: A Study. Vol. 3. London.
Jones, Charles. 1980. “‘Business Imperialism’and Argentina, 1875-1900: A Theoretical Note.” Journal of Latin American Studies 12 (2). JSTOR: 437–44.
Lenin, Vladimir Ilʹich. 1999. Imperialism: The Highest Stage of Capitalism. Resistance Books.
Maclean, Mairi, Charles Harvey, and Stewart R Clegg. 2015. “Conceptualizing Historical Organization Studies.” Academy of Management Review.
Miller, Rory. 1999. “Informal Empire in Latin America.” Winks, Robin W., The Oxford History of the British Empire 5.
Mollan, Simon. 2009. “Business Failure, Capital Investment and Information: Mining Companies in the Anglo-Egyptian Sudan, 1900–13.” The Journal of Imperial and Commonwealth History 37 (2): 229–48.
Moraña, Mabel, Enrique D Dussel, and Carlos A Jáuregui. 2008. Coloniality at Large: Latin America and the Postcolonial Debate. Duke University Press.
Platt, Desmond Christopher Martin. 1977. Business Imperialism, 1840-1930: An Inquiry Based on British Experience in Latin America. Oxford: Clarendon Press.
Quijano, Aníbal. 2007. “Coloniality and Modernity/rationality.” Cultural Studies 21 (2-3). Taylor & Francis: 168–78.
Rowlinson, Michael, John Hassard, and Stephanie Decker. 2014. “Research Strategies for Organizational History: A Dialogue between Historical Theory and Organization Theory.” Academy of Management Review 39 (3): 250–74.
Schumpeter, Joseph A. 1951. The Sociology of Imperialism. Meridian Books.
Taylor, Scott, Emma Bell, and Bill Cooke. 2009. “Business History and the Historiographical Operation.” Management & Organizational History 4 (2): 151–66..
West, Katharine. 1973. “Theorising about ‘imperialism’: A Methodological Note.” The Journal of Imperial and Commonwealth History 1 (2): 147–54.

Submission Instructions

Informal enquiries to the editors of the Special Issue are welcome:

Simon Mollan: simon.mollan@york.ac.uk
Bill Cooke: bill.cooke@york.ac.uk
The York Management School
University of York
Freboys Lane
Heslington
York
United Kingdom
YO10 5GD

Paper development workshops

To support the development of papers for this special issue, there will be two opportunities for intending authors to present and develop their work.

The Management History Research Group Annual workshop will be held in Sheffield on Tuesday 12 and Wednesday 13 July 2016. Panels relating to the Special Issue will be held at the workshop. Further details can be found at the web-link here.

There will be a further one-day PDW held in the Autumn of 2016, details of which will be advertised in due course.

Deadline for article submissions: Friday 16 December 2016

Editorial information

Editor: Simon Molan, University of York (simon.mollan@york.ac.uk)
Editor: Bill Cooke, University of York (bill.cooke@york.ac.uk)

http://explore.tandfonline.com/cfp/bes/rmor-imperialism-and-coloniality

Management History Research Group Annual Workshop 2016 – Kelham Island Industrial Museum, Sheffield 12-13 July 2016

Below is the text from the 2016 workshop (the call for papers for 2017 is now live)

The MHRG annual workshop is a friendly, economical and academically open venue for the presentation of research in the field of management history, broadly defined. Papers that relate to the workshop theme or any other topic in management history are welcome. This year’s venue is Kelham Island Industrial Museum, Sheffield, home to a Bessemer converter, with many welcoming amenities nearby.

There are two main types of submission:

1) Full Papers no shorter than 2,000 words, excluding references. These papers will be circulated in advance to the participants at the workshop and will be allocated longer slots in the schedule.

2) Developmental Papers/Presentations. Please submit an abstract of c.250 words, excluding references.

We also welcome expressions of interest to organize panels around specific topics; roundtables; debates; technical panels; and PechaKucha sessions (short presentations).

We particularly encourage PhD students and those who have not attended the MHRG before to submit. The MHRG is a supportive and developmental environment for the presentation of research.

The deadline for submissions is Monday 9 May. Decisions on acceptance will be issued on Friday 13 May. Please email submissions and any queries to:

mhrg.sheffield@gmail.com

Keynote addresses

The MHRG is pleased to announce that there will be two keynote addresses at this year’s workshop.

Dr Gabrielle Durepos (Mount Saint Vincent University, Halifax, Nova Scotia), is an author of Anti-History: Theorizing the Past, History, and Historiography in Management and Organization Studies (Information Age Publishing, 2012) and will address ‘The Historic-turn ten years on.’

Professor Gerard Hanlon (Queen Mary, University of London) is the author of The Dark Side of Management: A Secret History of Management Theory (Routledge, 2015) and will address the dark-side theme of this year’s workshop.

Special Issue of Management and Organization History

The MHRG in Sheffield will also support Paper Development Workshops relating to a Special Issue of Management and Organization History. The topic for the SI is ‘Imperialism and Coloniality in Management and Organization History’, and the CFP and further information can be found here.

Workshop Venue

The workshop will be held at Kelham Island Museum in Sheffield.

Kelham Island Museum, Alma Street, Sheffield, S3 8RY

Registration

Full price registration is: £110.

Retired and PhD registration is £65.

Register here.

Accommodation

The MHRG does not arrange accommodation, but a list of possible locations to stay will be provided.

Workshop theme: Dark-side research in management and organization history

[H]istory does not resuscitate anything. But the word evokes the function allocated to a discipline that deals with death as an object of knowledge and, in doing so, causes the production of an exchange among living souls. Such is history. A play of life and death is sought in the calm telling of a tale, in the resurgence and denial of the origin, the unfolding of a dead past and result of a present practice. It reiterates, under another rule, the myths built upon a murder of an originary death and fashions out of language the forever-remnant trace of a beginning that is as impossible to recover as to forget.

 – Michel de Certeau The Writing of History (De Certeau 1988, 47).

In Management and Organization Studies dark-side research has emerged as a corrective to mainstream accounts of management and organization that have ‘placed an emphasis on the functional and pro-social aspects of [organizational] behaviour while regarding dysfunctional and antisocial norms as abnormal or extraneous and in need of correction (Linstead, Maréchal, and Griffin 2014, 166).’ This research agenda has resulted in notable contributions to both to knowledge of management and organization (Muhr and Rehn 2014; Kerr and Robinson 2012; Stokes and Gabriel 2010; Murphy and Willmott 2015) and also to management education through the dark-sides cases (Raufflet and Mills 2009; Diochon, Mills, and Raufflet 2013).

The critique of performative and uncritical versions of corporate history (Clark and Rowlinson 2004) and the development of perspectives that have allowed power relationships and reflexivity to be written into management and organization history (Durepos and Mills 2011; Durepos and Mills 2012) present the possibility, and the need, to further pursue critique within management history. The exploration of this darker-side to management history might be methodological, through an examination of the dominant paradigms of through which business history has been researched and written. It might also be empirical, to examine the ‘play of life and death’ in the histories of organization. From the social and cultural destruction wrought by imperial business (Quijano 2007; Banerjee 2008), to the corporate malfeasance that underpinned manufacture of the exploding Ford Pinto (Dowie 1977); from the practices and legacies of nineteenth century slavery (Cooke 2003), to the Global Financial Crisis (Boddy 2011); from Big Tobacco (Palazzo and Richter 2005) to the arms industry (Bitzinger 2014)- where there has been management, there has been always been a dark-side. The notion of ‘stigmatized industries’ (Vergne 2012) further problematizes conceptions of the dark-side. Are such critiques valid? How have stigmatized industries sought to legitimize themselves and their practices over time? What are the histories of managers and management within stigmatized industries?

Topics are not limited, but might include:

  • The history of corporate malfeasance
  • The role of business and management in creating poverty, inequality, and social and environmental degradation
  • The history of Corporate Social Responsibility
  • Business ethics in historical perspective
  • The history of ‘stigmatized industries’
  • Methodological issues and the ‘dark-side’ of writing business and management history
  • Criminality, fraud and corporate crime

This consideration of the dark side is not exhaustive, and we welcome contributions with any connection to the theme. As ever, we also welcome submissions which make a more general contribution to the interests of the MHRG.

References

Banerjee, Subhabrata Bobby. 2008. “Necrocapitalism.” Organization Studies 29 (12): 1541–63. doi:10.1177/0170840607096386.

Bitzinger, Richard. 2014. Towards a Brave New Arms Industry? Adelphi Pa. London and New York: Routledge.

Boddy, Clive R. 2011. “The Corporate Psychopaths Theory of the Global Financial Crisis.” Journal of Business Ethics 102 (2). Springer: 255–59.

Clark, Peter, and Michael Rowlinson. 2004. “The Treatment of History in Organisation Studies: Towards an ‘Historic Turn’?” Business History 46 (3): 331–52. doi:10.1080/0007679042000219175.

Cooke, Bill. 2003. “The Denial of Slavery in Management Studies.” Journal of Management Studies 40 (8). Blackwell Publishing Ltd.: 1895–1918. doi:10.1046/j.1467-6486.2003.00405.x.

De Certeau, Michel. 1988. The Writing of History. Columbia University Press.

Diochon, Pauline Fatien, Albert J Mills, and Emmanuel Raufflet. 2013. The Dark Side 2: Critical Cases on the Downside of Business. Sheffield: Greenleaf Publishing.

Dowie, Mark. 1977. Pinto Madness. Mother Jones.

Durepos, Gabrielle, and Albert J Mills. 2012. Anti-History: Theorizing the Past, History, and Historiography in Management and Organization Studies. Charlotte, NC: Information Age Publishing.

Durepos, Gabrielle, and Albert J. Mills. 2011. “Actor-Network Theory, ANTi-History and Critical Organizational Historiography.” Organization. doi:10.1177/1350508411420196.

Kerr, Ron, and Sarah Robinson. 2012. “From Symbolic Violence to Economic Violence: The Globalizing of the Scottish Banking Elite.” Organization Studies 33 (2): 247–66. doi:10.1177/0170840611430594.

Linstead, Stephen, Garance Maréchal, and Ricky W Griffin. 2014. “Theorizing and Researching the Dark Side of Organization.” Organization Studies 35 (2). Sage Publications: 165–88.

Muhr, Sara Louise, and Alf Rehn. 2014. “Branding Atrocity: Narrating Dark Sides and Managing Organizational Image.” Organization Studies 35 (2). Sage Publications: 209–31.

Murphy, Jonathan, and Hugh Willmott. 2015. “The Ris of the 1%: An Organizational Explanation.” Research in the Sociology of Organizations 43: 25–53. doi:10.1108/S0733-558X20150000043013.

Palazzo, Guido, and Ulf Richter. 2005. “CSR Business as Usual? The Case of the Tobacco Industry.” Journal of Business Ethics 61 (4). Springer: 387–401.

Quijano, Aníbal. 2007. “Coloniality and Modernity/rationality.” Cultural Studies 21 (2-3). Taylor & Francis: 168–78.

Raufflet, Emmanuel, and Albert J Mills. 2009. The Dark Side: Critical Cases on the Downside of Business. Sheffield: Greenleaf Publishing.

Stokes, Peter, and Yiannis Gabriel. 2010. “Engaging with Genocide: The Challenge for Organization and Management Studies.” Organization 17 (4). SAGE Publications: 461–80.

Vergne, Jean-Philippe. 2012. “Stigmatized Categories and Public Disapproval of Organizations : A Mixed Methods Study of the Global Arms Industry (1996 – 2007).” Academy of Management Journal 55 (5): 1027–52. doi:10.5465/amj.2010.0599.

MHRG 2016 is hosted by the Management and Organization History Research Cluster at The York Management School, University of York.