ORCID Profile
0000-0003-3561-4371
Current Organisation
University of Wollongong
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Publisher: Emerald
Date: 13-04-2015
Abstract: – This paper aims to identify and fill a gap in the knowledge of the contribution of Henry S. Dennison toward management and organization studies and problematize the assumptions underlying the mainstream understanding of scientific management and human relations. – Primary sources are in the guise of archival papers, as well as published journal articles, books and book chapters secondary sources in the guise of material about Dennison, as well as interviews with family and friends. – The paper concludes that Dennison made an original and enduring contribution to management theory including, but not isolated to, personnel management, organizational behavior and corporate governance that influenced key thinkers of his times. – Dennison was a practicing manager – in fact, he was the president of (what was) his family company which operates today as Avery Dennison – but he still found the time and energy for active public service and to peripatetically articulate his management “praxis”. The paper reveals that much of Dennison’s thoughts and deeds have much relevance today. Among other issues, in his concern with reducing labor turnover and unemployment, in devising and implementing effective personnel management and in his pioneering work on human motivation, group dynamics, goal congruence, worker empowerment and executive compensation, issues of profound importance to business leaders today can be found. – To date, only piecemeal attempts have been made to chronicle Dennison’s contributions to management and organization theory, but these have been scattered across the social sciences. There has been neither any systematic, consolidated synthesis of his contributions to management and organization studies nor of his impact on the thinking of key thinkers of his times.
Publisher: Informa UK Limited
Date: 12-2000
Publisher: Elsevier BV
Date: 02-2019
Publisher: Edward Elgar Publishing
Date: 04-2020
Publisher: Oxford University Press
Date: 05-04-2017
DOI: 10.1093/OXFORDHB/9780198708612.013.3
Abstract: As ritualistically conveyed in management and organization studies textbooks, the Human Relations ‘school’ of management (HRS) is understood to have emerged from investigations into human association in the workplace by Elton Mayo and his associates between 1924 and 1932 at the Hawthorne plant of Western Electric. The HRS is said to have brought people’s social needs into the limelight and thereby increased their capacity for ‘spontaneous collaboration’ at work. This perspective, however, has been challenged by a growing body of scholars who have demonstrated that HRS provided employers with an authoritarian management model that held employees are irrational, agitation-prone in iduals whose demand for better wages and working conditions was symptomatic of a deep psychosocial maladjustment. This perspective enabled employers to monopolise authority in the workplace and justify this monopoly on the grounds that workers lacked the rationality required to participate in management decision-making.
Publisher: Informa UK Limited
Date: 2003
Publisher: Emerald
Date: 10-04-2017
Abstract: The purpose of this paper is to disclose new pathways for research and for understanding the relationship between management, philosophy and history. Textual exegesis of the key protagonists in terms of a critical explanation or interpretation of text. In contrast to textbook forms of philosophy developed under conditions of abstraction from practice, it is in the context of practice that managers develop their way of thinking. More particularly, the authors have demonstrated through the exemplars of Semler and Welch, how as managers are disrupted in their workday practices of “living forward”, they are able to become reflexively attuned to the taken-for-granted common sense and ideas that have been implicit guides to them. As they are able to recognise their taken-for-granted background common sense, they are able to critique this, subject it to change and, thus, open-up new possibilities for living forward. The focus of this paper has tended to be rather piecemeal and limited to the impact of particular philosophers on particular management thinkers. To date, there has been no philosophical contemplation of the practice of management per se nor, concomitantly, the pivotal but basically disregarded role of managers qua philosophers.
Publisher: Informa UK Limited
Date: 10-2005
Publisher: SAGE Publications
Date: 11-04-2014
Abstract: The conventional negative understanding of the scientific management movement has been challenged in recent decades by heterodox scholars who hold that the movement supported the democratization of the management process and in so doing worked closely with unions and with progressives within and around Roosevelt’s New Deal administration. This paper seeks to strengthen this challenge to orthodoxy by documenting how the leadership of the Taylor Society, a body established by Frederick Taylor’s inner circle as a vehicle to develop and promote their mentor’s ideas, strove to internationalize the diffusion of participatory management in tandem with the International Labour Organization, a body whose core purpose was and is to promote codetermination both in workplaces and in wider society.
Publisher: Oxford University Press
Date: 29-03-2012
Publisher: SAGE Publications
Date: 03-2011
Abstract: Orthodoxy holds the emergence of the Human Relations ‘school’ in interwar America as a response to the alleged inhumanity and simplistic innovation the Scientific Management tradition was striving to develop within the workplace. This paper challenges this orthodoxy and argues that the Human Relations school was in fact a right-wing and decidedly undemocratic innovation that was developed in response to the demand from organized labour that workers be ceded an active and significant part in management decision making. Invoking actor-network theory and specifically Callon and Latour’s sociology of ‘translation’ to organize our historical data, our primary objective is to explain how Mayo and the Human Relations school were able to translate the prevailing context and in so doing create a forum in which powerful actors came to agree that the Human Relations school was an innovation worth building and defending. Our central argument is that Human Relations school presented conservative business leaders such as John D. Rockefeller Jr with an innovation designed to enable them to both monopolize authority in the workplace and the wider community and justify this monopoly on the grounds that the minds of workers and citizens lacked the rationality required to participate in a significant manner in management decision making.
Publisher: Informa UK Limited
Date: 03-2005
Publisher: Informa UK Limited
Date: 12-2006
Publisher: Informa UK Limited
Date: 05-2006
Publisher: Emerald
Date: 12-06-2017
Abstract: Given managerial choices and the sociocultural context in which they are made are at the heart of management history, then an understanding of both is critical. This paper argues that the “late” North (2005) provides such an understanding. This study is a research review synthesizing much disparate but cognate literature across the new institutionalism in organizational sociology/studies and in economics. “Late” North (2005) provides an important ontological frame for dealing with the so-called “paradox of embedded agency”, an approach that may afford management historians a more thorough account of how institutions are formed and change over time. North has always maintained that institutional change is the outcome of deliberate or intentional choices made by actors. However, and unlike his earlier work which ignores how humans come to make the said choices, North (2005) explicates the sociocognitive process by which intentionality emerges with expanded consciousness, as humans construct ideas and beliefs about reality, beliefs that shape decisions to alter the said reality via the process of institutional change. It is rather curious that despite North’s status as a “historian”, management historians – or at least those publishing in this journal from its founding in 1995 – do not seem to be terribly interested in North’s work. Although North rates a mention in rival journals, other than Dagnino and Quattrone’s (2006) study, papers in this journal invoking institutional theory align with the new institutionalism in organizational sociology/studies (NIOS) rather than North’s new institutional economics (NIE). Even in the related sub-discipline of business history, those professing an interest in institutions are more interested in the NIE of non-historians Coase and Oliver Williamson than they are in North’s NIE. And, in recent work analysing the place and significance of institutional theory in historical research, the foundations are unmistakeably NIOS rather than North’s NIE.
Publisher: Informa UK Limited
Date: 2007
Publisher: Duke University Press
Date: 09-2007
Publisher: Informa UK Limited
Date: 02-01-2015
Publisher: Emerald
Date: 11-04-2016
Abstract: This paper explores the “proto-Keynesian” ideas of progressive members of the scientific management community with regard to micro- and macroeconomic planning/management. Based on a systematic exegetical analysis of articles published in a largely unexplored primary/archival source, the Bulletin of the Taylor Society between 1915 and 1934. This paper surfaces a latent “proto-Keynesian” bedrock among progressive segments of the US management community that provides a more cogent explanation for the wholehearted reception, as well as the decisive impact, of Keynes’ ideas on US macroeconomic policy than do extant explanations in the history of economic thought. Further, it reveals that most of these progressive managers with views as to both cause of and solution for the 1930’s Depression were members of the Taylor Society, an epistemic community devoted to the ideas of Frederick Winslow Taylor, the father of scientific management. The paper adds to the small but growing corpus of revisionist management history that seeks to problematize the received wisdom about scientific management or Taylorism. Few, if any, management historians appreciate that F. W. Taylor provided the basic planning tools which if developed, could enhance humanity’s control over anarchic market forces and aid the construction of a society based on democratic and effective planning.
Publisher: Informa UK Limited
Date: 12-04-2021
Publisher: Informa UK Limited
Date: 12-2001
Publisher: SAGE Publications
Date: 11-2020
DOI: 10.1016/J.AUSMJ.2020.03.007
Abstract: This paper demonstrates that the concept of customer orientation has its genesis not in marketing, but rather in management thought specifically, within the Scientific Management movement. We trace the concept through its popularisation in the marketing discipline with the work of Theodore Levitt, the subsequent difficulties in translating the concept into practice through the late twentieth century, and its eventual integration and application of into more recent streams of popular marketing thought and practice, such as service-dominant logic and co-creation. We conclude with an exposition of the contribution of customer orientation to the disciplines of marketing and strategy in the guise of design thinking, the business model canvas, disruptive innovation, and lean startup. In this way, we are “righting” two “wrongs” by correcting the received wisdom in both management and marketing. We are also helping researchers, educators and practitioners in these two disciplines avoid falling into the related traps of repeating their mistakes if do not have an adequate grasp of their past or ‘re-inventing-the-wheel’.
Publisher: Informa UK Limited
Date: 1995
Publisher: Edward Elgar Publishing
Date: 04-2020
No related grants have been discovered for Kyle Bruce.