Journal of Management History最新文献

{"title":"Women’s entrepreneurship education: a systematic review and future agenda","authors":"Younggeun Lee, Eric W. Liguori, Riya Sureka, Satish Kumar","doi":"10.1108/jmh-11-2023-0117","DOIUrl":"https://doi.org/10.1108/jmh-11-2023-0117","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>In this systematic review of the literature on women’s entrepreneurship education, this paper aims to examine the current state of the field. The authors analyze publication trends, identify major themes and propose an agenda for future research.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The authors review 363 articles published between 1993 and 2023, to develop a synthesized overview of women’s entrepreneurship education, complete with insights into the journals that have provided the most coverage of this topic, as well as how it has emerged over time.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The authors tracked the evolution of research themes and collaboration networks over a 30-year period. Results show there has been significant growth in research on women’s entrepreneurship education, as evidenced by a surge of publications on the topic and the total number of citations.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The authors categorized and analyzed six thematic clusters within the literature: entrepreneurial intention, ethical perspectives, gender-specific barriers, gender stereotypes, rural entrepreneurship and entrepreneurial self-efficacy. Building on these thematic clusters, this study discusses future research directions to advance the field.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"5 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140170359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From Allston to Ahmedabad: American hegemony in management education reexamined","authors":"Keshav Krishnamurty","doi":"10.1108/jmh-04-2023-0032","DOIUrl":"https://doi.org/10.1108/jmh-04-2023-0032","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper aims to study the origin story of Harvard Business School’s involvement with the Indian Institute of Management Ahmedabad to study the reasons for the spread of American management education. It introduces both the explicit influence of Cold War politics and Indian development imaginaries to the export of American management thought in the early 1960s.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This paper relies on archival research for its primary source material, drawing upon rich archives of documents found at the Baker Library of Harvard Business School.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Harvard’s role in Ahmedabad was explicitly influenced by the Cold War anti-communist foreign policy of the USA, but did so opportunistically and contrary to the Ford Foundation’s (FF) original plans. Vikram Sarabhai, who was a key player in the Indian national imaginary of development, invited Harvard on his own initiative and forced the foundation to follow his interests rather than being a mere “subaltern.”</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>This paper could additionally add to the historical debate about the scope and periodization of the Cold War and the role of non-state actors.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This paper covers new ground in exploring the early connection between the Indian development imaginary and business education. It concludes that the export of hegemonic US management education was not successful during Cold War, and the FF was not as dominant as it was made out to be.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"52 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140170366","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Human machine interactions: from past to future- a systematic literature review","authors":"Namita Jain, Vikas Gupta, Valerio Temperini, Dirk Meissner, Eugenio D’angelo","doi":"10.1108/jmh-12-2022-0085","DOIUrl":"https://doi.org/10.1108/jmh-12-2022-0085","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper aims to provide insight into the evolving relationship between humans and machines, understanding its multifaceted impact on our lifestyle and landscape in the past as well as in the present, with implications for the near future. It uses bibliometric analysis combined with a systematic literature review to identify themes, trace historical developments and offer a direction for future human–machine interactions (HMIs).</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>To provide thorough coverage of publications from the previous four decades, the first section presents a text-based cluster bibliometric analysis based on 305 articles from 2,293 initial papers in the Scopus and Web of Science databases produced between 1984 and 2022. The authors used VOS viewer software to identify the most prominent themes through cluster identification. This paper presents a systematic literature review of 63 qualified papers using the PRISMA framework.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Next, the systematic literature review and bibliometric analysis revealed four major historical themes and future directions. The results highlight four major research themes for the future: from Taylorism to advanced technologies; machine learning and innovation; Industry 4.0, Society 5.0 and cyber–physical system; and psychology and emotions.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>There is growing anxiety among humankind that in the future, machines will overtake humans to replace them in various roles. The current study investigates the evolution of HMIs from their historical roots to Society 5.0, which is understood to be a human-centred society. It balances economic advancement with the resolution of social problems through a system that radically integrates cyberspace and physical space. This paper contributes to research and current limited knowledge by identifying relevant themes and offering scope for future research directions. A close look at the analysis posits that humans and machines complement each other in various roles. Machines reduce the mechanical work of human beings, bringing the elements of humanism and compassion to mechanical tasks. However, in the future, smart innovations may yield machines with unmatched dexterity and capability unthinkable today.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This paper attempts to explore the ambiguous and dynamic relationships between humans and machines. The present study combines systematic review and bibliometric analysis to identify prominent trends and themes. This provides a more robust and systematic encapsulation of this evolution and interaction, from Taylorism to Society 5.0. The principles of Taylorism are extended and redefined in the context of HMIs, especially advanced technologies.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"49 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140153201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The two ages of electric vehicle promotion in the United States; a comparative thematic analysis, 1910s-2010s","authors":"Patrick Lecour","doi":"10.1108/jmh-04-2023-0031","DOIUrl":"https://doi.org/10.1108/jmh-04-2023-0031","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>There is a lot of talk about the electric car today, but these vehicles are not new. Indeed, thebeginning of the 20th century saw electricity and the automobile take hold in North American society, so that by 1910, the electric car was everywhere. Until the turn of the 1920s, a new era dawned for transportation in the USA, but without the electric car. The purpose of this study is to question Why did it happen.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This paper develops such a comparison, not of the cars themselves, through a detailed engineering analysis, but rather of the marketing of electric vehicles in the USA in 1910 and 2010, as it appeared in the marketing strategies of the manufacturers.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>There are many technical and economic reasons for this, but not only; there are also commercial strategy reasons. The position of manufacturers, especially through advertising and the press, can tell us about this golden age of the electric car, what precipitated its fall, and its reappearance a century later.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>It is a comparison of images, of how electric vehicles had been and are proposed to the public, through the exploration of mainly promotional material and newspaper articles.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"280 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140075066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"In search of breadth and depth: the origin story of a multidisciplinary faculty of management","authors":"Kim Brooks, Thomas Nichini","doi":"10.1108/jmh-12-2022-0088","DOIUrl":"https://doi.org/10.1108/jmh-12-2022-0088","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper aims to use the origin story of Dalhousie’s Faculty of Management as a foil for unpacking the tensions between deep disciplinary specialization and liberal education in business schools in Canada and the USA. Ultimately, the paper reveals that those tensions are not irreconcilable, and that through the fortunes of historical contingencies and deliberate decision-taking, a faculty can embrace the benefits of both breadth and depth.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The paper proposes a critical organizational history of management education through a case study. By drawing on secondary literature and archival sources, the authors focus on moments in business education, such as the founding of the Wharton School of Business, the release of the Carnegie and Ford Reports and the trend towards increased specialization to situate a case study of Dalhousie University’s Faculty of Management.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The authors find that the evolution of business education in North America from its broad, liberal origins towards narrow, specialization has come at a cost to some of the benefits of business and management education. An alternative approach, one reflected in the design of Dalhousie’s Faculty of Management, its programme offerings and its interconnection with other disciplines, enables the advantages of deep disciplinarity to co-exist (and cross-inform) with the advantages of liberal approach to knowledges.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The Dalhousie model offers business schools an example of a faculty that balances the rich insights of liberal interdisciplinarity with the need for sophisticated approaches to more granular, often disciplinary, topics. In addition, the paper offers the story of a multidisciplinary management faculty, some explanation for how that faculty was maintained despite pressures towards specialization; and in doing so, contributes to the limited historical research of management education, particularly in Canada, post-2000.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"19 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139923929","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The political alignment of presidents of the early Royal Society of London","authors":"Mark Adrian Govier","doi":"10.1108/jmh-11-2023-0112","DOIUrl":"https://doi.org/10.1108/jmh-11-2023-0112","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study aims to identify the political alignment and political activity of the 11 Presidents of Britain’s most important scientific organisation, the Royal Society of London, in its early years 1662–1703, to determine whether or not the institution was politically aligned.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>There is almost no information addressing the political alignment of the Royal Society or its Presidents available in the institution’s archives, or in the writings of historians specialising in its administration. Even reliable biographical sources, such as the Oxford Dictionary of National Biography provide very limited information. However, as 10 Presidents were elected Member of Parliament (MP), The History of Parliament: British Political, Social and Local History provides a wealth of accurate, in-depth data, revealing the alignment of both.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>All Presidents held senior government offices, the first was a Royalist aristocrat; of the remaining 10, 8 were Royalist or Tory MPs, 2 of whom were falsely imprisoned by the House of Commons, 2 were Whig MPs, while 4 were elevated to the Lords. The institution was Royalist aligned 1662–1680, Tory aligned 1680–1695 and Whig aligned 1695–1703, which reflects changes in Parliament and State.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study establishes that the early Royal Society was not an apolitical institution and that the political alignment of Presidents and institution continued in later eras. Furthermore, it demonstrates how the election or appointment of an organisation’s most senior officer can be used to signal its political alignment with government and other organisations to serve various ends.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"23 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139766553","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Intercultural transfer over the Atlantic in early 20th century – How the European cooperative banking system travelled to Quebec: the case of Desjardins Group","authors":"Christoph Barmeyer, Tobi Rodrigue","doi":"10.1108/jmh-06-2023-0056","DOIUrl":"https://doi.org/10.1108/jmh-06-2023-0056","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper aims to study historical intercultural transfer by examining the case of the Mouvement Desjardins, a Quebec, Canada-based cooperative bank founded in 1900 by Alphonse Desjardins. The aim of the cooperative was to support the hitherto marginalized French–Canadian population and to initiate their economic and entrepreneurial activities.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The authors focus on a historical single-case analysis. This conducts them to analyse primary data from letters exchanged between Alphonse Desjardins and European actors, as well as company documents of the Groupe Desjardins.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The intercultural transfer of the cooperative bank model and its implementation in North America as a successful, self-sustaining model is owing to recontextualization and strategic decisions of the social entrepreneur Alphonse Desjardins based on intensive written correspondence with European bank directors who promoted the cooperative system.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>This research instigates an impulse to extend our knowledge of intercultural transfer by looking into other historical cases to provide validation or add subtleties to our understanding of intercultural transfer dynamics.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This paper expands the current understanding of intercultural transfer and its powerful influence, namely, how an implemented cooperative bank system can contribute through successful recontextualization to institutional change and societal improvements. It also provides new insights into the creation and growth of social enterprises based on shared values within communities and coordinated strategic intentions across communities.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"19 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139460824","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The principal–agent problem and its mitigation: a critical historical analysis","authors":"Tony Yan, Michael R. Hyman","doi":"10.1108/jmh-07-2023-0068","DOIUrl":"https://doi.org/10.1108/jmh-07-2023-0068","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to provide a critical historical analysis of the business (mis)behaviors and influencing factors that discourage enduring cooperation between principals and agents, to introduce strategies that embrace the social values, economic motivation and institutional designs historically adopted to curtail dishonest acts in international business and to inform an improved principal–agent theory that reflects principal–agent reciprocity as shaped by social, political, cultural, economic, strategic and ideological forces\u0000\u0000\u0000Design/methodology/approach\u0000The critical historical research method is used to analyze Chinese compradors and the foreign companies they served in pre-1949 China.\u0000\u0000\u0000Findings\u0000Business practitioners can extend orthodox principal–agent theory by scrutinizing the complex interactions between local agents and foreign companies. Instead of agents pursuing their economic interests exclusively, as posited by principal–agent theory, they also may pursue principal-shared interests (as suggested by stewardship theory) because of social norms and cultural values that can affect business-related choices and the social bonds built between principals and agents.\u0000\u0000\u0000Research limitations/implications\u0000The behaviors of compradors and foreign companies in pre-1949 China suggest international business practices for shaping social bonds between principals and agents and foreign principals’ creative efforts to enhance shared interests with local agents.\u0000\u0000\u0000Practical implications\u0000Understanding principal–agent theory’s limitations can help international management scholars and practitioners mitigate transaction partners’ dishonest acts.\u0000\u0000\u0000Originality/value\u0000A critical historical analysis of intermediary businesspeople’s (mis)behavior in pre-1949 (1840–1949) China can inform the generalizability of principal–agent theory and contemporary business strategies for minimizing agents’ dishonest acts.\u0000","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"3 10","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139439907","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Proximal versus distal temporal orientation in an infinite game: lessons from the 1892 Homestead Massacre","authors":"Erik Taylor","doi":"10.1108/jmh-05-2023-0043","DOIUrl":"https://doi.org/10.1108/jmh-05-2023-0043","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Working conditions, pay rates and the rights of workers to collectively negotiate have become important points of discussions in recent years, with support for unions and union applications rising to levels long unseen in America. In many instances, though, companies have responded aggressively. This is not the first time such a dynamic has played out in American business. This study aims to take a fresh look at one of America’s most prominent historical disputes between labor and ownership – the Homestead Massacre of 1892 – to glean lessons from that conflict that remain relevant to today’s business environment.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This study adopts game theory and the principles of repeated interaction to assess how differing discount factors led to differences in time orientations between the workers and the Carnegie company. These differing time orientations affected both the strategy each side deployed in the negotiations and the payoffs received by the parties. Letters, contemporary news reports and histories of the events leading up to and immediately following the 1892 Homestead Massacre are qualitatively analyzed with a genealogical pragmatic approach.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Differences in temporal orientation between management and workers exacerbated the conflict, with the workers adopting a more cooperative stance and distal time orientation, while the Carnegie company negotiated with a proximal time orientation and played to “win” a game that, in fact, could not be fully won or lost given its infinitely repeating nature. The result was a short-term victory for the Carnegie company but with long-term negative consequences that highlight the suboptimal outcome the company achieved by playing a proximal strategy in an infinite game.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Although the incident at Homestead is a well-studied labor dispute, many of the themes that preceded the incident have resurfaced in the modern work context. This work, by adopting game theory as an analytical framework, provides new insights into management mistakes that led to the labor conflict and lessons for what present-day managers can do to avoid exacerbating labor strife.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"78 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2024-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139396363","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"ANTi-microhistory of social innovation: humanistic education at Robert Owen’s New Harmony experiment","authors":"Foster B. Roberts, Milorad M. Novicevic, John H. Humphreys","doi":"10.1108/jmh-05-2023-0055","DOIUrl":"https://doi.org/10.1108/jmh-05-2023-0055","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of this study is to present ANTi-microhistory of social innovation in education within Robert Owen’s communal experiment at New Harmony, Indiana. The authors zoom out in the historical context of social innovation before zooming into the New Harmony case.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The authors used ANTi-microhistory approach to unpack the controversy around social innovation using the five-step procedure recently proposed by Mills <em>et al.</em> (2022), a version of the five-step procedure originally proposed by Tureta <em>et al.</em> (2021).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The authors found that the educational leaders of the New Harmony community preceded proponents of innovation, such as Drucker (1957) and Fairweather (1967), who viewed education as a form of social innovation.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The authors contribute to the history of social innovation in education by exploring the New Harmony community’s education society to uncover the enactment of sustainable social innovation and the origin story of humanistic management education.</p><!--/ Abstract__block -->","PeriodicalId":45819,"journal":{"name":"Journal of Management History","volume":"97 1","pages":""},"PeriodicalIF":1.6,"publicationDate":"2023-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139054304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}