- List of Figures
- List of Tables
- Editor Biographies
- Author Biographies
- Critical Theory and its Contribution to Critical Management Studies
- Critical Realism in Critical Management Studies
- Poststructuralism in Critical Management Studies
- Perspectives on Labor Process Theory
- Organizations and the Natural Environment
- Power at Work in Organizations
- Critical Management Studies on Identity: Mapping the Terrain
- Managing Globalization
- Discourse and Critical Management Studies
- Culture: Broadening the Critical Repertoire
- Critical Approaches to Organizational Change
- Ethics: Critique, Ambivalence, and Infinite Responsibilities (Unmet)
- Critical Management and Organizational History
- Gender and Diversity: Other Ways to “Make a Difference”
- Towards a Workers' Society? New Perspectives on Work and Emancipation
- Critical Management Methodology
- Information Systems
- Human Resource Management
- Challenging Hierarchy
- On Striving to Give a Critical Edge to Critical Management Studies
- Critical Reflections on Labor Process Theory, Work, and Management
- Critical Management Education
- Handbooks, Swarms, and Living Dangerously
Abstract and Keywords
A critical orientation towards management and organizational history has at least three aspects: first, a historical critique of mainstream management and organizational research and teaching; second, a critical view of mainstream business history and management history; and finally, an assessment and critique of the treatment of history in critical management studies (CMS). This article argues that a critical and historical approach to management and organizations would entail a reorientation, or an ‘historic turn’. It discusses the three aspects of a critical historical orientation to management and organizations, outlines what a historic turn would entail, and assesses the extent to which it can be said to be underway.
Michael Rowlinson is Professor of Organization Studies at the School of Business and Management, Queen Mary, University of London. He has published a series of articles on the tensions between history and organization theory in journals such as Business History, Organization Studies, and Organization. He has analyzed the genre of corporate history in an article for the Journal of Organizational Change Management, and examined how organizations come to terms with the dark side of their history in an article for Critical Perspective on Accounting. He is the Editor of Management & Organizational History.
Roy Stager Jacques (Massey University, New Zealand) has a primary interest in the management of knowledge intensive work. One strand of that interest led to his researching the origins and foundational conditions of management knowledge which were published in Manufacturing the Employee (London, Sage, 1996). He presently co-edits the Sage journal, Management & Organizational History.
Charles Booth is Reader in Strategy and Organization at Bristol Business School, University of the West of England. He was a founding editor of the journal Management & Organizational History. His present research interests concern issues at the intersections of history, heritage, and memory, in and of technologies, organizations, and societies.
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