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The case for management history


  • Andrew Thomson


This article defines the case for treating management history as a discrete subject area, although one closely related to business, accounting, labour, and industrial history. It seeks to concentrate on the nature, process, and practice of management as an activity within the organization, and to argue that it is important that modern British managers understand the intellectual and cultural roots of their profession, since without these they will tend to be swayed by short-term management 'fads'. Within the broad topic there are several identifiable sub-areas for potential exploration, including the comparative historical development of management between different countries, management institutions, managerial careers and labour markets, management structures, management skills, and management thought and theory.

Suggested Citation

  • Andrew Thomson, 2001. "The case for management history," Accounting History Review, Taylor & Francis Journals, vol. 11(2), pages 99-115.
  • Handle: RePEc:taf:acbsfi:v:11:y:2001:i:2:p:99-115
    DOI: 10.1080/09585200121780

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    References listed on IDEAS

    1. D. C. Coleman, 1973. "Gentlemen and Players," Economic History Review, Economic History Society, vol. 26(1), pages 92-98, February.
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    Cited by:

    1. Carol Royal, 2003. "Snakes and career ladders in the investment banking industry: the making of Barclays De Zoete Wedd (BZW) - an international perspective, 1982-96," Accounting History Review, Taylor & Francis Journals, vol. 13(2), pages 233-262.
    2. Malcolm Anderson, 2002. "Accounting History publications 2001," Accounting History Review, Taylor & Francis Journals, vol. 12(3), pages 505-512.


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