If history matters for organization theory, then we need greater reflexivity regarding the epistemological problem of representing the past; otherwise, history might be seen as merely a repository of ready-made data. To facilitate this reflexivity, we set out three epistemological dualisms derived from historical theory to explain the relationship between history and organization theory: (1) in the dualism of explanation, historians are preoccupied with narrative construction, whereas organization theorists subordinate narrative to analysis; (2) in the dualism of evidence, historians use verifiable documentary sources, whereas organization theorists prefer constructed data; and (3) in the dualism of temporality, historians construct their own periodization, whereas organization theorists treat time as constant for chronology. These three dualisms underpin our explication of four alternative research strategies for organizational history: corporate history, consisting of a holistic, objectivist narrative of a corporate entity; analytically structured history, narrating theoretically conceptualized structures and events; serial history, using replicable techniques to analyze repeatable facts; and ethnographic history, reading documentary sources "against the grain." Ultimately, we argue that our epistemological dualisms will enable organization theorists to justify their theoretical stance in relation to a range of strategies in organizational history, including narratives constructed from documentary sources found in organizational archives. Copyright of the Academy of Management, all rights reserved.

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Research Strategies for Organizational History: A Dialogue Between Historical Theory and Organization Theory

We outline the prospects for Management & Organizational History in the form of a 10-point agenda identifying issues that we envisage being addressed in the journal 1The 'Historic Turn' in Organization Theory - calls for a more historical orientation in management and organization theory 2 Historical Methods and Styles of Writing - alternative methods and diverse styles of writing appropriate for studying organizations historically 3The Philosophy of History and Historical Theorists - the relevance for management and organization theory of philosophers of history such as Michel Foucault and Hayden White 4 Corporate Culture and Social Memory - the historical dimension of culture and memory in organizations 5 Organizational History - the emergence of a distinctive field of research 6 Business History and Theory - the engagement between business history and organization theory 7 Business Ethics in History - the meaning and ethics of past business behaviour 8 Metanarratives of Corporate Capitalism - historiographical debate concerning the rise of capitalism and the modern corporation 9 Management History and Management Education - the link between the history of management thought and the teaching of management and organization theory 10 Public History - the relation between business schools and the increasing public interest in history

http://tdsrco3.persiangig.com/arshad/taklif/Organizational_forgetting1-NO8.pdf

Management and organizational history: Prospects

Social networks of entrepreneurs are theorized as evolving from an idea generating stage, to a business development stage, and finally to a strategic stage. A model of network evolution that relates changing network activity to the increasing complexity facing the entrepreneur is presented in this paper. A field study of premium wineries, operated by their founding entrepreneurs, is used to (1) assess the impact of social networks in the identification of entrepreneurial opportunity, (2) examine the development and use of networks in establishing the business, and (3) explore the role of interorganizational networks in startup firms. The results suggests that both broad social and interorganizational strategic networks are important to successful startup and ongoing competitive advantage. The results suggest that public policy might be better directed toward the enhancement of this type of network activity, rather than the traditional support provided to encourage business formation.

Network evolution, entrepreneurial success, and regional development

The concept of culture promised to make organization studies more historical. This promise has not been fulfilled. Possible reasons for the failure to integrate business history and organization studies are explored and a synthesis developed, using the historical concept of invented tradition in conjunction with the social cognition biases identified by organizational culture. The major part of the article then demonstrates how Cadbury, a British confectionery company well known for its Quaker traditions, invented its corporate culture by attributing significance to the Quaker beliefs of the Cadbury family retrospectively. A history is reconstructed, mainly from published sources, to demonstrate how the histories constructed by the firm, including a centenary celebration in 1931, were part of the process of giving meaning to the firm's labor-management institutions.

The Invention of Corporate Culture: A History of the Histories of Cadbury

Corporate social and environmental responsibility has become a major contemporary focus of business, government and community attention globally. With this increased attention and activity have come debates ranging across corporate authenticity, legislative necessity, and the scope of appropriate strategies. Through an historical analysis of four leading British industrialists of the 19th and early 20th centuries, this paper addresses the question of how corporate social accountability can be shaped and implemented by industrial leaders. It finds that while they may be motivated by a mix of business case agendas and their personal philosophical and religious beliefs, their accountability orientation reflects the latter. Social accountability in these cases, emerges as accountability rendered through action, reflecting organisational leaders’ moral responsibility and their connecting their personal beliefs with action for the common good. In the light of parallels between historical and contemporary global industrial environments, the study identifies resonances between historical and contemporary corporate leader social responsibility values, initiatives and accountabilities through action. This opens up the possibility of a more nuanced understanding of motivations for and manifestations of corporate social responsibility and accountability.

Corporate social accountability through action: Contemporary insights from British industrial pioneers

The Creation of a Company Culture: Cadburys, 1861–1931

THE RECENT BOOM in the concern with corporate culture is itself a telling cultural phenomenon. It is a response to the prolonged economic recession that began in 1973; the challenge of intense foreign competition, in particular from Japan; the loss of American superiority in technological implementation; and, above all, the spectre of economic decline confronting the United States. The problems of American industry provoked widespread dissatisfaction with conventional managerial practices and strategies. Nowhere was this more apparent than in the preoccupation with Japanese management. The recognition of the role of values in Japan's economic success inspired new awareness of the cultural dimension of economic life. The advent of postindustrial society revealed that industrial models of organization are historical constructs rather than inevitable structures. Corporate culture has also attracted

Business in Time: The Historian and Corporate Culture

(1986). Imagining England: Victorian Views of the North. Northern History: Vol. 22, No. 1, pp. 216-230.

Charles Dellheim

Papers

The Creation of a Company Culture: Cadburys, 1861–1931

Business in Time: The Historian and Corporate Culture

Imagining England: Victorian Views of the North

The Disenchanted Isle: Mrs. Thatcher's Capitalist Revolution