Management & Organizational History最新文献_第4页

Forest policies, administration, and management of the Leiria pinewood in Portugal (13th-18th centuries) 葡萄牙莱里亚松木的森林政策、管理和管理(13 -18世纪)

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-10-02 DOI: 10.1080/17449359.2022.2153142

Koldo Trapaga-Monchet, R. Romero-Calcerrada

引用次数: 0

Ego-documents in management and organizational history 管理和组织历史中的自我文件

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-10-02 DOI: 10.1080/17449359.2022.2158107

Morten Tinning, C. Lubinski

引用次数: 4

How can “No-Growth Companies” succeed? Lessons from Majestic (1973–2012) “无成长型公司”如何取得成功?Majestic的教训(1973-2012)

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-10-02 DOI: 10.1080/17449359.2022.2150865

B. Ciao

引用次数: 0

The role of the Compañía de Riegos de Levante S.A. in the development of electricity in south-east Spain (1918-1940) Compañía de Riegos de Levante S.A.在西班牙东南部电力发展中的作用(1918-1940)

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-10-02 DOI: 10.1080/17449359.2022.2135542

Martín Sevilla Jiménez, T. Torregrosa

{"title":"The role of the Compañía de Riegos de Levante S.A. in the development of electricity in south-east Spain (1918-1940)","authors":"Martín Sevilla Jiménez, T. Torregrosa","doi":"10.1080/17449359.2022.2135542","DOIUrl":"https://doi.org/10.1080/17449359.2022.2135542","url":null,"abstract":"ABSTRACT Studies on the development of hydroelectricity in early twentieth century in Spain have paid very little attention to the south-eastern part of the country, specifically the provinces of Alicante and Murcia. The specific needs of this industry (regular flowing rivers and with steep slopes) were in conflict with the fact that there is only one large river in the area, the Segura River, with a scarce flow and major droughts. However, issues related to the use of its waters for irrigation, or periodic flooding or drought, have been prominent themes in research on the Segura River. Despite this, a single company, the Compañía Riegos de Levante S.A. became the most important generator and distributor of electricity in the area until its sale to Hidroeléctrica Española in 1952. Originally, the CRLSA was not established to exploit the new urban electrical consumption markets, but to fulfil the needs of the expanding irrigated agriculture. In this article we will discuss the development of the company, particularly regarding its activities in the electrical energy business and explain the reasons for its establishment and its transformation into a leading company in this industry until the Spanish Civil War.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":"17 1","pages":"97 - 116"},"PeriodicalIF":0.6,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45131182","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Corporate identity, company law and currency: a survey of community images on English bank notes 企业身份、公司法和货币：英文钞票上的社区形象调查

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-04-03 DOI: 10.1080/17449359.2022.2078371

Victoria Barnes, L. Newton

引用次数: 4

The spirits of democratic enterprise: insights from the case of Denmark 民主企业的精神:来自丹麦案例的启示

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-04-03 DOI: 10.1080/17449359.2022.2068151

Benjamin Ask Popp-Madsen, M. Jessen, Andreas Møller Mulvad

{"title":"The spirits of democratic enterprise: insights from the case of Denmark","authors":"Benjamin Ask Popp-Madsen, M. Jessen, Andreas Møller Mulvad","doi":"10.1080/17449359.2022.2068151","DOIUrl":"https://doi.org/10.1080/17449359.2022.2068151","url":null,"abstract":"ABSTRACT This paper proposes an ideal typology, based on Danish cooperative history, of contending ‘spirits’ that inform the establishment of democratically-owned enterprises. Democratic enterprises have in recently been subject of increasing interest from scholars and activists as an alternative to the neoliberal corporation. However, studies on democratic enterprises lack a historical understanding of the constitution of the democratic sector of the economy and an analytical approach todistinguish between different types of democratic enterprises. Drawing on Weberian methodology and using Denmark as historical-empirical vantage point, the paper distinguishes four ideal typical socio-economic motivations for constituting a democratic enterprise: the Proudhonian (liberation from socio-economic domination), Smithian (improving commercial leverage), Polanyian (protection against ravages of market society), and Hirstian (realizing cultural-ideological aims of voluntary associations). The paper uses a recent data set (n = 5,864) measuring the performance of the Danish ‘democratic enterprise sector’ as the starting point to argue that a better informed historical as well as theoretical approach is needed in order to comprehend this increasingly important organizational form. We conclude by discussing the relevance of the findings beyond Denmark, arguing for more appreciation of the history and the potentials of a variegated organizational ecology that combines different socio-economic ideals.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":"17 1","pages":"1 - 19"},"PeriodicalIF":0.6,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41862545","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Making a healthy change: a historical analysis of workplace wellbeing 做出健康的改变:对工作场所幸福感的历史分析

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-04-03 DOI: 10.1080/17449359.2022.2068152

James Wallace

引用次数: 4

Standing the test of time: understanding how long-living family firms make use of the past to preserve organizational identity 经受住时间的考验:了解长寿的家族企业如何利用过去来保持组织身份

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2022-04-03 DOI: 10.1080/17449359.2022.2078372

Priscila Ferri, A. Takahashi

引用次数: 2

Organizational change, budgetary control and success and failure in Formula 1: Rubery Owen and British Racing Motors, 1947–1977 f1的组织变革、预算控制和成功与失败:鲁伯里·欧文和英国赛车，1947-1977

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2021-10-02 DOI: 10.1080/17449359.2022.2027643

T. Boyns

{"title":"Organizational change, budgetary control and success and failure in Formula 1: Rubery Owen and British Racing Motors, 1947–1977","authors":"T. Boyns","doi":"10.1080/17449359.2022.2027643","DOIUrl":"https://doi.org/10.1080/17449359.2022.2027643","url":null,"abstract":"ABSTRACT This study examines the life cycle of British Racing Motors Ltd. (BRM), from its early failures, through to the successes of the 1962–1965 period and its subsequent demise, in the light of managerial and organizational change at its parent company, the private family-owned business, Rubery Owen. Using the reports of British consultancy firms, supported by secondary sources, the study examines how factors such as the professionalization of Formula 1, macroeconomic conditions, and changes to tax legislation impinged on the financial position of Rubery Owen and thus on BRM. Financial crises are found to have generated a move from proprietorial capitalism to a more managerialist approach within Rubery Owen, exemplified by the adoption of budgetary control. This, at the end of 1961, resulted in an ultimatum from Rubery Owen’s chairman, Sir Alfred Owen, that BRM should win two grand prix races in 1962 or be wound up. While BRM did more than this, winning both the constructors and drivers’ world championships in 1962, similar sustained success failed to materialize following the issue of a similar ultimatum in early 1969. Financial difficulties in the early 1970s led to further structural change within Rubery Owen, leading to BRM’s demise in 1977.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":"16 1","pages":"204 - 227"},"PeriodicalIF":0.6,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44866180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

Authority and democracy: the Barnardian way to resolve an apparent oxymoron 权威与民主:巴纳德人解决矛盾的方法

IF 0.6 4区管理学

Management & Organizational History Pub Date : 2021-10-02 DOI: 10.1080/17449359.2022.2058732

Hervé Charmettant

{"title":"Authority and democracy: the Barnardian way to resolve an apparent oxymoron","authors":"Hervé Charmettant","doi":"10.1080/17449359.2022.2058732","DOIUrl":"https://doi.org/10.1080/17449359.2022.2058732","url":null,"abstract":"ABSTRACT In « Dilemmas of Leadership in the Democratic Process», a little-known but thoughtful text, Chester Barnard promoted democratic governance in firms while making concessions for the difficulties that may arise in its implementation. It raises broader questions about Barnard’s thinking, particularly on the relationship between democracy and authority in the firm. Through this and other unknown texts, we show the coherence of Barnard’s thought, whose plea for democracy is nourished by an adherence to the project of individual emancipation. Authority is seen from an instrumental angle, as a complementary and necessary mode of decision-making to counter the ‘dilemmas’ of democracy as long as it is regulated. The same applies to the hierarchy on which authority relations are based which is not antagonistic to democracy, under certain conditions. Barnard’s postwar writings, focusing on responsibility, open up new avenues for the articulation between authority and democracy. In particular, the sense of responsibility spread at all levels that democratic governance encourages is also what can reduce the need for authority. This article aims to show that Barnard's thought, which does not see democracy and authority as oxymorons, remains relevant. Barnard can thus contribute to extending the perimeter of diffusion in democratic governance.","PeriodicalId":45724,"journal":{"name":"Management & Organizational History","volume":"16 1","pages":"255 - 275"},"PeriodicalIF":0.6,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44315480","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1