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MHRG Annual Workshop 2017: Abstracts

Nicola Bishop, Manchester Metropolitan University.

The Middle-Class Clerk as British Cultural ‘Everyman’

This short, work-in-progress paper offers a precis of a manuscript currently in preparation that examines the position of the lower-middle-class office worker as a key force behind various national, gender, and class stereotypes. Exploring contemporary and historic issues (the rise of Thatcher, grammar schools, professional automation, garden villages), the paper draws, in particular, parallels between early Edwardian cultural representations of the lower middle classes and contemporary popular visions. Characters such as George and Weedon Grossmiths’ Charles Pooter, David Nobbs’s Reginald Perrin and Ricky Gervais’s David Brent have become, in many ways, figureheads that symbolise the menial and uninspiring nature of office work, while characterising a much broader range of interconnected metaphors – unimaginative suburbia, the mind-numbing daily commute, the Bank Holiday day-tripper – that have since the 1850s become ingrained as formidable aspects of British identity more widely. Building on the analysis of everyday cultures by Joe Moran and Tim Edensor, this paper will posit the lower-middle-class clerk as an under-explored British cultural ‘everyman’.

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Adéle Carneiro – Ph.D. candidate, FGV-EAESP - Brazil

From private to public development: alternatives for the development of administrative knowledge in the managerial context in Brazil

The purpose of this paper is to understand the role of EDI, the Economic Development Institute (and indirectly the World Bank), for the designation of administrative knowledge characteristic of the neoliberal period, presenting them as one of the foundations associated to the advent of management, model of public management characteristic of Brazil since the 1990s. The relevance of the study encompasses two complementary topics, revealing them as the research problem: First, the thematic on the formation of administrative knowledges in Latin American countries directed the research focusing on the decades of instituting higher education institutions (Barros et al. Carrieri, 2013). The content and mode of dissemination of this knowledge depends on this type of institutional model in peripheral nations (Coelho, Olenscki and Celso, 2011). This finding is intended to show, as in the microphysical aspect of society (Foucault, 1970, 1972), that administrative knowledge in this historical context is constituted and disseminated independently of the formal institution of schools of education, or linked to the Higher education in the country.

Historical research will utilize official and non-official World Bank documents that report EDI activities in the country, as well as indicate indications of their ideological characteristics or even predominant interests in the development of the Brazilian government in the period. The object is the activities of technical and administrative influence of the managerial ideology carried out and supported by the World Bank, through EDI, between the 1980s and 1990s, the peak of neoliberal governments. The research is also relevant for reflection on a possible relation of the evolution of the administrative knowledge directed to the private administration from the need of resources for the public administration.

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In order to do so, it is hypothesized that the administration as a field emerged and developed in underdeveloped countries by a much more eminent urgency in the public field than intentionally for the development of private organizations. This happened as already studied in the development of teaching in administration in the Brazil from the first institutions of higher education in the area (Alcadipani and Bertero, 2012, Vale et al., 2013, Barros, 2014, Carneiro, 2015 and Wanderley, 2015). In this way, this need to help the public administration through private management knowledge (Fischer, 1984; Coelho et al., 2014) seems to be configured later with the intervention of the neoliberal state technically influenced by a strategic intervention institution such as the World Bank.

As a main theoretical contribution, the research aims to contribute to the "effects of truth", according to foucauldian precepts (Foucault, 1970, 1972), arising from an eminently private interest in the management of what is considered public, provoking reflections on the interests involved in formation and administration of organizations present in society, especially starting from the contextual arguments of neoliberalism in underdeveloped countries (Frenkel and Shenhav, 2000). Finally, it is intended with the methodological experience of historical analysis on processes involving the EDI and the Brazilian government to collaborate with the methodological and epistemological field of historical studies in Administration (Cooke, 1999; Jacques, 2006; Kipping e Usdiken, 2014; Rowlinson, Hassard e Decker, 2014) with the practical, performance and analysis resource, for the complement or theoretical extension under the procedural perspective of events.

Bibliographic references

ALCADIPANI, R.; BERTERO, C. O. (2012). Guerra Fria e ensino do management no Brasil: o caso da FGV-EAESP. Revista de Administração de Empresas, 52(3): 284-299, 2012.

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BARROS, A.N. (2014) Uma Narrativa sobre os Cursos Superiores em Administração da FACE/UFMG: dos primeiros anos à sua unificação em 1968. Cadernos EBAPE.BR (FGV), (12) p. 07-25.

BARROS, A.; CARRIERI, A. (2013). Ensino superior em Administração entre os anos 1940 e 1950: uma discussão a partir dos acordos de cooperação Brasil-Estados Unidos. Cad.EBAPE.BR, 11(2).

CARNEIRO, A.T. (2015). A Escola Superior de Administração e Negócios nos primeiros vinte anos (1941- 1961): Uma análise sobre o currículo em administração. Dissertação de Mestrado. Escola de Administração de Empresas de São Paulo, São Paulo.

COELHO, F. S.; OLENSCKI, A. R. B ; CELSO, R. P. (2011) . Da letargia ao realento: notas sobre o ensino de graduação em administração pública no Brasil no entremeio da crise do Estado e da redemocratização no país (1983-94). Revista de Administração Pública, p. 1707-1732.

CLARK, P., & ROWLINSON, M. (2004). The Treatment of History in Organisation Studies: Towards an “Historic Turn”? Business History, 46(3), 331–352. http://doi.org/10.1080/0007679042000219175

COOKE, B. (1999). Writing the Left out of Management Theory: The Historiography of the Management of Change. Organization, v. 6, n. 1, pp. 81-105.

FOUCAULT, M. (1970) The Order of Things. New York: Random House.

_____________. (1972). The Archaeology of Knowledge (trans. A. Sheridan). London: Tavistock.

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FRENKEL, M.; SHENHAV, Y. (2000). From Americanization to Colonization: the diffusion of productivity models revisited. Organization Studies, 24(9): 1537-1561

JACQUES, R. S. (2006). History, historiography and organization studies: the challenge and the potential. Management and Organizational History, 1(1), p. 31-49

KIPPING, M., & ÜSDIKEN, B. (2014). History in Organization and Management Theory: More Than Meets the Eye. The Academy of Management Annals, (May 2014), 1–83.

ROWLISON, M., HASSARD, J., DECKER, S. (2014). Research Strategies for Organizational History: a Dialogue Between Historical Theory and Organization Theory. Academy of Management Review, 39(3), 250–274.

VALE, M. P. et al. (2013). Caminhos Diferentes da Americanização na Educação em Administração no Brasil: A EAESP FGV e a FEA USP. In: Administração: Ensino e Pesquisa, v. 14, n. 4. Rio de Janeiro: ANGRAD.

WANDERLEY, S. (2015). Estudos organizacionais, (des)colonialidade e estudos da dependência: as contribuições da Cepal. Cadernos EBAPE.BR (FGV), 13: 237-255.

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Dr Chris Corker

University of York

Email: Chris.Corker@york.ac.uk

Exploring Historical Instances of Coopetition: Examples from the British Armaments Industry 1890-1930

Coopetition, a form of inter-organisational relationship which combines collaboration and competition, is an emerging field of business and management research, and has a growing influence in industrial practice. A number of academic articles since the publication of Nalebuff and Brandenburger's initial work (1996) have been published, but the field is deficient in several areas. Theoretically, despite the increasing volume of research in the area, there is a lack of an overall definition of coopetition among scholars to assist in future research trajectories (Gast et.al., 2015). There is also limited understanding of the contexts in which coopetition can occur, in particular with regards family firms (Ibid). Finally, historical instances of coopetition have not yet been explored, and it is also anticipated that robust empirical work of an historical nature can contribute to the debates surrounding an overall definition of coopetition. It is in regards to new contexts and with new historical case studies which this paper is concerned.

The research utilises six case studies from the British Armaments Industry from 1890 to 1930, which between them were involved in 'heavy' armaments production; projectiles, armour, and finished field naval guns, through to complete capital ships. The case studies are; Armstrongs, based at Elswick, and Browns, Cammell-Laird, Firths, Hadfields and Vickers, all based in Sheffield. Throughout the study most can be considered family firms, though some transitioned to new ownership and managerial arrangements during this time. Intriguingly, despite being family firms all were involved in the most advanced technological developments with armaments of the time anywhere in the world.

Two key areas of coopetition are to be explored with these case studies. Firstly, technological coopetition is considered with regards the complex

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networks of relationships between all the companies in the industry with the different products involved. Vickers and Armstrongs arranged a complete exchange of all technological information regarding naval gun manufacture in 1902, Firths and Hadfields arranged the sharing of projectile data in 1910 following a patent dispute which included an automatic licensing arrangement for all future patents either obtained, and Armstrongs, Browns, Cammell-Laird, and Vickers were involved with a similar arrangement regarding armour in a technological pooling arrangement which included Krupps of Germany from the 1890s. These examples of coopetiton promoted a shared technological underpinning of the armaments industry, ensuring the group could continue to demand higher prices from their home monopsonist buyer and block the entry of any new potential entrants to their exclusive membership. This leads to the second aspect of coopetition to be explored, the approaches to marketing armaments to customers, which were exclusively nation states. While all the companies involved were competitors in their home market, various groupings were formed prior to the Great War to open up new markets to the British Armaments Industry. These groupings varied from country to country and often saw collaborators with regard one customer be competitors with another. Overall these examples will be explored in relation to advancing scholarship on coopetition through the use of historically based empirical case studies.

References

Gale, J., Filser, M., Gundolf, K., and Kraus, S., 'Coopetition research: towards a better understanding of past trends and future directions', International Journal of Entreprenurship and Small Business, 24, 4, 2015, pp.492-521.

Nalebuff, B.J., and Brandenburger, A.M., Co-opetition, Harper Collins Business, London, 1996.

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Jose Corpuz

Department of Economics

University of Warwick

Allegiance for Sale: Bribe Payments, Preferential Treatment, and Competition in Slave Trade Before and After the Glorious Revolution in 1688

1j.r.t.corpuz@warwick.ac.uk

If competition benefits are scarce, local authorities may choose to allocate such benefits according to willingness of an individual or firm to pay bribes. Hence, the incumbent individual or firm with the highest willingness to defend its market position may increase payments made to local authorities in exchange for competition benefits, such as preferential treatment, to deter market entry. However, data availability may limit the analysis because of the potentially illicit nature of the exchange between bribe payments and competition benefits. Moreover, the effect of competition on bribe payments may be difficult to disentangle because of the simultaneous relationship between the two: competition may affect bribe payments, and vice versa. Lastly, the effect may be theoretically ambiguous: competition may decrease its financial ability to commit to any bribe payments, but, at the same time, competition may increase its willingness to pay bribes to deter potential competitors from entering the market. In this paper, I analyse the effect of competition on bribe payments using manuscript records of one of the most privileged multinational company in England -- the Royal African Company of England -- that faced competition from other merchants when the royal charter of the former became uncertain after the Glorious Revolution in 1688

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Billy Frank,

UCLAN

State versus private development corporations in British Africa 1945 – 1960.

This paper examines the creation and progress of two British finance corporations that aimed at extending capital on a medium and long-term basis for the purpose of economic development in the British empire.

The media fanfare that accompanied the Socialist Labour Government’s launching of the Colonial Development Corporation (CDC) in 1947 helped to create a climate of expectation for quick results and the resulting rush to ‘get things going’ led to a number of mistakes, most famously the Gambia Poultry Scheme. Funded to the tune of £120 million, the CDC represented a significant shift in emphasis within Britain’s colonial policy. The Corporation was charged with initiating and funding both public and private sector development schemes, and could administer schemes in its own right. The Overseas Resources Development Bill that created the CDC made it a statutory requirement that the Corporation's revenue should match its expenditure; in other words it had to become a self-financing concern, which only promoted profitable ventures. However, hampered by state bureaucracy, and suffering much adverse publicity in the wake of the failure of a number of schemes, the CDC was eventually forced to dramatically change its operating practices.

Created to operate only within the private sphere, Barclays Bank launched their Overseas Development Corporation (BODC) in 1946. It utilised the Bank’s extensive branch network to offer a personal service to empire businesses and its representatives had long-standing and detailed knowledge of local conditions. Unlike the CDC, it made steady progress, eventually returning a dividend to its shareholders by the early 1960s.

An examination of the parallel operation and development of these corporations in Africa demonstrates a number of significant differences in management between the private and state-led approach to development in this period. In the end, the business model won out as the CDC

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abandoned the administration of schemes in its own right becoming little more than a supplier of start up capital, much like the BODC.

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Claire Frampton, Ashmolean Museum, Oxford

How do live events about current issues i.e. about the migrant crisis keep museums in touch with audiences?

I work at the Ashmolean Museum in Oxford and am undertaking a professional research portfolio: Exploring the potential to develop drama as an educational tool in museums and heritage. As part of this I am exploring how live events in museums and galleries deal with contemporary issues? What are the unique ways theatre keeps museums up to date with up to the minute interpretations?

I wanted to present about projects I have witnessed dealing with the current migration crisis. How does this work with interpretation of ancient text such as the Odyssey, where parallels have been drawn with modern migrant experience? With classic playwrights such as Shakespeare what are the new interpretations of his text for instance about the ocean (for instance the Tempest) performed in a modern museum context?

Example projects: for the Under the Sea Late Night Ashmolean 2016 a piece by artist Veronica Cordova de la Rosa #2443migrants to be found in the #MediterraneanSea was ‘inspired by the sea and war’, dealt with a current issue in an evening that mostly celebrated creativity inspired by the ocean and Shakespeare.

At Linguamania LateNight Ashmolean 2017 I witnessed the performance of a theatre project Mappa Mundi Mother Tongue. This project involved a multicultural group of performers from the Pegasus theatre including some young refugees, presenting traditional stories and songs from around the world. The piece enabled participants and audience to experience the empowering role of languages.

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Dr Philip Garnett, The York Management School, University of York.

philip.garnett@york.ac.uk

Dr Simon mollan, The York Management School, University of York.

simon.mollan@york.ac.uk

Ben Richards, The York Management School, University of York,

br593@york.ac.uk

Taking Over Hillards

Hillards was a retail supermarket firm headquartered in Cleckheaton in the North of England between 1885 and 1987. The business was predominantly owned by the Hillards and Hartley family members as a private firm until its flotation 1972. It remained managed by members of the Hartley family thereafter. Through the 1960s and 1970s the firm expanded until it became an established regional chain. In the summer of 1987 Hillards was acquired by Tesco after a hostile takeover battle. Within months the Hillards brand had disappeared and all of the senior management of the firm had been released.

Using archival and interview data this paper gives detail of the historical context of the takeover and the takeover itself, including the management perils of family business, and how that may have contributed to the takeover. We also have data from the Tesco side of the takeover, providing a unique opportunity to study both sides of a hostile takeover.

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Dr Philip Garnett, The York Management School, University of York.

philip.garnett@york.ac.uk

Dr Simon Mollan, The York Management School, University of York.

simon.mollan@york.ac.uk

The Business of Cryptography

The first crypto war of the 1990s marked the start of the struggle of competing interests in the development and use of encryption. The power of encryption for the transmission of intelligence over insecure channels and long been understood, highlighted by the cracking of the Enigma code by allied code breakers in the second World War. Post war the US military sought to control the use and export of strong encryption. Encryption featured in the Strategic Arms Limitation Talks (SALT II) with the soviet union, and is covered by successive Wassenaar agreements on weapons export controls. However, by the later years of the 20th century encryption was starting to be seen as a powerful tool for global e-commerce, and a protector of privacy in the forthcoming digital age.

The story of encryption from the 20th century through to the 21st is therefore one of competing organisational interests. Mediated by multiple actors on all sides of the debate, the interests of organisations and businesses are inseparable from those of wider society, and they often find themselves uncomfortable moral arbitrators.

Businesses and organisations have found themselves the defenders of privacy, the protectors of confidential information, but also the facilitators and conductors of mass surveillance (and sometimes all three at the same time). This developmental paper draw out where business interests insect with the post war history of encryption, and the role of business in the creation of what could be the digital dystopia of the future.

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Peter Hampson

The Crisis of Chartism.

How the failure of Chartism created businessmen out of workers.

The 1840s saw the rise and fall of Chartism and the Land Plan. Both were strong in the northern industrial towns and their failure in 1848 was a bitter blow. In one Chartist stronghold, Bacup, the crisis provoked a revolution. In 1849 a group of ex-Chartists decided to utilise the knowledge gained from the Chartist efforts to legalise the Land Plan. Under the 1844 Joint Stock Companies Act they applied to set up a textile mill.

As a result the Bacup Commercial Company, owned and run by workers was born. Selling shares locally raised money and there were initially 67 shareholders, 34 of these had been subscribers to the Land Plan. They were so successful that they built a new mill in 1854 and in 1860 announced a dividend of 48%.

What followed was a rush of what Beatrice Potter christened ‘Working-Class Limiteds’. By the early 1860s there were more than 50 such companies in and around the Irwell Valley. Many of which survived until the early 20th century. It was also the model for the better-known Oldham Limiteds.

A database of 8,500 shareholder records from 23 of these companies allows analysis and a new insight into the working classes of this period. For example there were numerous women shareholders, many of who were married - in direct contravention of the laws of coverture. This work also helps to answer the question of how SMEs obtained finance; the answer is ‘from the working classes’.

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Joseph Lampel

Ali Bayat

Mercedes Bleda

The National Response to Global Educational Metrics:

When Do Governments Fall into Line?

Information technologies that gather large amount of data are transforming policy making world-wide. These technologies give rise to information regimes that generate metrics in the form of rankings, ratings, and league tables, that in turn create competitive pressures on decision makers at the regional and national levels (Djelic & Sahlin-Andersson, 2006). The change has moved from national systems of measurement to global organisations that gather and compile rankings. Starting in 2000, The Organisation for Economic Co-operation and Development (OECD) has conducted a triannual international student assessment, the so called ‘Programme for International Student Assessment (PISA)’. PISA rank orders the scholastic performance of 15-year-old pupils in mathematics, science, and reading. Most of research PISA critically examines the creation and use of PISA (Alexander, Broadfoot, and Phillips D. 1999). Attention has focused primarily on PISA as part of the wider trend towards ‘commensuration’: “..the transformation of different qualities into a common metric (Espeland & Stevens,1998: 314). Commensuration at the global level is expected to legitimize imitation and borrowing, and hence to result in global homogeneity of institutional systems, including educational systems. However, rankings, such as PISA, are dynamic: countries move up and down in the league tables. In this paper we use behavioural decision theory to address the following questions: Do policy makers act upon numbers? Do countries that perform poorly in the PISA ranking subsequently increase their education expenditure? Does their education spending respond to how they perform in the ranking relative to their neighbours? Does poor performance relative to others mean larger allocation of public education to a target level?

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References:

Alexander R.J., Broadfoot P., Phillips D. (ed) (1999) Learning from Comparing: new directions in comparative educational research, Volume I: Contexts, Classrooms and Outcomes, Oxford: Symposium Books.

Djelic, M. L., & Sahlin-Andersson, K. (2006). Transnational Governance: Institutional

dynamics of regulation. Cambridge, UK: Cambridge University Press.

Espeland, W. N., & Stevens, M. L. (1998). Commensuration as a social process.

Annual Review of Sociology, 313e343.

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Swapnesh Masrani and Linda Perriton, University of Stirling

Getting together, living together, thinking together: Tata Sons’ Staff College in the 1940s

Tata Sons began operations in 1868 as a trading company. It was established by Jamsetji Nusserwanji Tata and, in the early 20th century, created and acquired many diverse companies as part of their portfolio. By the end of the 1940s Tata Sons was a sprawling conglomerate with manufacturing operations across energy, construction, and engineering industries. This wide range of business interests created several issues co-ordinating and controlling management culture. Whilst a common personnel policy would not come about until the 1950s, there was an early attempt to draw the various separate personnel functions by convening an annual conference. But in order to develop a common management culture Tata Sons created their own Staff College, based on the Henley model in the late 1940s. The paper challenges the commonly held assumption that it was the US influence on Indian Higher Education in the post-war period. Tata Sons continued to look to the UK for management development models to build internal capacity and management culture.

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Simon Mollan (University of York) and David Smith (University of Sydney)

Zero sum: what the business history of President Donald Trump can teach us about the Trump era

During the latter stages of the 2017 American election campaign, libertarian billionaire Peter Theil, among others, claimed that the American people who were supportive of Donald Trump's candidacy were taking him "seriously but not literally":

I think one thing that should be distinguished here is that the media is always taking Trump literally. It never takes him seriously, but it always takes him literally. ... I think a lot of voters who vote for Trump take Trump seriously but not literally, so when they hear things like the Muslim comment or the wall comment, their question is not, 'Are you going to build a wall like the Great Wall of China?' or, you know, 'How exactly are you going to enforce these tests?' What they hear is we're going to have a saner, more sensible immigration policy (Yarow 2016).

Despite that being "serious" and "literal" are not antonyms, or mutually exclusive, the false dichotomy spoke to the willingness of many Americans to set aside reservations relating to Donald Trump and support him, while at the same time acknowledging the reality that many people in America, and more widely, did not take Donald Trump terribly seriously. Now that President Trump has ascended to the White House the sober academic task is to understand what Trump brings to the Presidency and to American politics while avoiding critiques that are dismissive, or rooted in prior assumptions about President Trump's fitness for office, or the relative attractiveness of his personal style. Trump's political agenda, which is at

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least partially inchoate, is nevertheless situated in a radical and transformational politics. He and those around him seek nothing less than the substantial reorganization of America, in terms of domestic politics, the media, international affairs, and the economy. This ambition therefore behoves that academic inquiry takes Donald Trump seriously, literally, interpretively, and also historically. In this paper we will seek to explore the Trump business model–how Trump has conducted his business affairs over nearly half a century–and his views on business, deal-making, and America and the wider world, and how this will shape his approach to politics.

Bibliography

D’Antonio, Michael. 2016. The Truth about Trump. New York: Macmillan.

Johnston, David Cay. 2016. The Making of Donald Trump. Brooklyn: Melville House.

Kranish, Michael, and Marc Fisher. 2016. Trump Revealed: An American Journey of Ambition, Ego, Money, and Power. New York: Simon and Schuster.

Yarow, Jay. 2016. “Peter Thiel Perfectly Summed up Donald Trump in a Few Sentences.” CNBC, November 9. http://www.cnbc.com/2016/11/09/peter-thiel-perfectly-summed-up-donald-trump-in-one-paragraph.html.

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John Quail, University of York

Organising co-operation without hierarchy and authority: some anarchist organisational structural models and their possibilities and limits

Anarchist movements and anarchist theorists have of necessity had to wrestle with the question of the organisational forms that can embody the principles of creative co-operation in the absence of hierarchy and authority, in particular the absence of the state. In terms of resistance to, and organisation against, their current situation organisational forms such as peasant communes, co-operatives, trade unions and federations of local activist groups are common by function geographically and across functions in neighbourhoods. These can be long-lasting and ameliorative and sometimes be absorbed and lose their revolutionary nature. If the full programme is to be achieved, however, then revolutionary overthrow is necessary. What organisation is required for this and how does it contribute to the construction of a new society? Anarchist theoreticians have agonised over these questions. Much the largest question is applying principles operable at the local level to large complex societies. The classic cop-out is to say that when the revolutionary crisis arrives the people will perforce create the new society spontaneously. It may be remarked that spontaneity requires a great deal of practice. We can see however that whatever the future may bring the local/federal anarchist structure is a potentially creative and protective milieu.

I would like to consider such approaches in the context of the institutions of actually existing capitalism. The traditions of the top down, one best way, rule ridden and target driven workplace have realised that actually their workforces have better ideas and exploitable skills which are worth appropriating while trying not to lose control. Elements of this become inescapable at times – Silicon Valley is one such and there are others historically. The wider implications and possibilities of such processes will be considered.

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John Singleton, Sheffield Hallam University

Approaches to Safety Management in Early 20th Century British Coal Mining

At last year's MHRG I presented a developmental paper on the origins of Central Mines Rescue Stations. Although I am continuing to work on mine rescue, the current paper proposal focusses on the wider issue of safety management in the early decades of the 20th century.

Contemporary textbooks for mining engineers and managers, including those by Kerr and Pamely, were inclined to concentrate on technical aspects of sinking and operating mines. Their massive tomes - Pamely's ran to 940 pages - included chapters on ventilation, safety lamps, and explosions, but the discussion was overwhelmingly technical. Safety was rarely addressed directly. By implication, a safe mine was one that followed engineering best practice. A slightly later textbook by Bulman and Redmayne dealt more explicitly with mine management, but still had little to say about safety management, other than to remark that some miners were stupid, careless, and/or disobedient, and to lament that after a serious accident the manager always got the blame. As hinted at by Bulman and Redmayne, compliance with a growing mountain of official regulations had become a proxy for safe mine operation. Yet full compliance was always out of reach, not only because of the complexity of the rules, but also because both workmen and managers were anxious to maximise output, often to the extent of taking extra risks.

I suggest that there were two parallel, albeit largely unspoken, safety regimes in British coal mines. First, there was the formal system of regulation, backed up by a light-handed regime of inspection, and occasional more searching disaster investigations. Secondly, there was the informal regime underground, combining partial compliance and everyday trade-offs between safety and earnings, a similar arrangement to that characterised by Alvin Gouldner as mock bureaucracy.

References

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Bulman, H.F. and Redmayne, R.A.S. (1906), Colliery Working and Management, 2nd edn, London: Crosby Lockwood and Son.

Gouldner, Alvin (1954), Patterns of Industrial Bureaucracy, New York: Free Press.

Hynes, Timothy and Prasad, Pushkala (1997), 'Patterns of "Mock Bureaucracy" in Mining Disasters: An Analysis of the Westray Coal Mine Explosion', Journal of Management Studies, 34 (4), pp. 601-623.

Kerr, George L. (1905), Practical Coal Mining: A Manual for Managers, Under-managers, Colliery Engineers and Others, 4th edn, London: Charles Griffin & Co.

Pamely, Caleb (1898), The Colliery Manager's Handbook: A Comprehensive Treatise on the Laying-Out and Working of Collieries, 4th edn, London: Crosby Lockwood and Son.

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Jack Southern

UCLAN

Survival and protectionism: Industrial communities and cotton weaving in Lancashire c1860-1950

The Lancashire cotton industry was highly sectionalised. Within the north and east of the county, weaving dominated local economies. Yet, although each town and village was part of an industry with truly global significance, the vast majority of communities remained parochial and insular. There were thus great differences in socio-economic patterns between settlements separated only by short distances. In the smaller, close-knit settlements outside of the larger, urban towns, this allowed for communities to develop systems of working that enabled them a flexibility through periods of the industry’s peak and decline. At times this led to very real disputes between places over practices and unfair advantages, but it also enabled the smaller settlements to maintain competitiveness until the industry was well into its decline. Indeed, the decline of the British cotton industry is a widely debated and highly emotive subject. Although much focus has been placed upon the technological and structural issues alongside the rise in international competition, little analysis has been made of the responses of local communities to an industry in flux.

This paper focuses on a case study of one particular village, Harle Syke, and compares its experiences to the larger neighbouring towns of Burnley and Nelson. It examines the advantages and disadvantages it had geographically and structurally with its foundation, and how its general isolation led to the development of ‘native’ working methods. Harle Syke’s late Victorian development, directed primarily from families from neighbouring villages allowed residents a great deal of control over their society, reinforced by developing new methods of work and finance that allowed the village to achieve levels of prosperity far greater than the larger, urbanised settlements. This success spread into other endeavours, and the village came to be regarded around the region as an “El Dorado” of sorts, with a particular mind-set in making money.

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Ryosuke Takeuchi

Why did some multinational subsidiaries fail in subsidiary evolutions in Japan? The case of foreign multinational enterprise in Japan, 1950s-1990s-

Many foreign enterprises entered Japan and established businesses in the Japanese market after WWII. Some foreign enterprises achieved sustainable growth and evolution. Researchers have explored the history of their growth and evolution. About multinational subsidiary, previous research has explored the factors which facilitate subsidiary evolution and the processes associated with these evolutions.

On the other hand, there were foreign enterprises that failed to achieve sustainable growth and evolution in Japan. However, the processes and the reasons for failure of subsidiary evolution have not been adequately examined.

Therefore, this paper examines the process of failure in subsidiary evolution and discusses the reasons why foreign subsidiaries fail in their evolutions. It considers, in particular, “subsidiary initiative” which appears to facilitate subsidiary evolution.

The paper focuses on the processes associated with Nihon Schering from the 1950s to the 1990s. It was once a Japanese subsidiary of the German pharmaceutical company, Schering AG. In this case, the subsidiary had evolved, but was not successful in carrying out their next subsidiary evolution. Moreover, Nihon Schering had undertaken subsidiary initiative, but could not make a sustainable evolution. Why did it fail at subsidiary evolution in spite of undertaking subsidiary initiative?

The results from the analysis of this case conclude that subsidiary initiative does not always facilitate subsidiary evolution. Preceding subsidiary evolution sometimes results in the misunderstanding of the actual capabilities of the subsidiary. In this situation, the subsidiary evolution fails even with subsidiary initiative.

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References

Ambos, T.C., U. Andersson and J.Birkinshaw (2010) “What Are the Consequences of Initiative-Taking in Multinational Subsidiaries?”, Journal of International Business Studies, 41 (7): 1099-1118.

Birkinshaw, J.M. (1997) “Entrepreneurship in Multinational Corporations: The Characteristics of Subsidiary Initiatives”, Strategic Management Journal, 18(3): 207-230.

―(2000) “The Determinants and Consequences of Subsidiary Initiative in Multinational Corporations”, Entrepreneurship Theory and Practise, 24(1): 9-35.

― and N. Fry (1998) “Subsidiary Initiatives to Develop New Markets”, Sloan Management Review, 39(3): 51-61.

― and N. Hood (1998) “Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-owned Subsidiary Companies”, Academy of Management Review, 23(4): 773-795.

―, ― and S. Young (2005) “Subsidiary Entrepreneurship, Internal and External Competitive Forces, and Subsidiary Performance”, International Business Review, 14(2): 227-248.

Delany, Ed (2000) “Strategic Development of the Multinational Subsidiary through Subsidiary Initiative-taking”, Long Range Planning, 33(2): 220-244.

Hara, Takuji (2007) “Nihon ni okeru Oubei Seiyaku Kigyo: Rekishi teki Gaikan (Amarican and European Pharmaceutical Companies in Japan: Historical Overview)”, Kokumin Keizai Zasshi (Journal of Economics & Business Administration), 196(1), 91-107.

Kuwashima, Kenichi and Daito Esuke (2008) “Nichibei sijo heno sougo sinsyutu to genchi tekio- Iyakuhin sangyo: Meruku to Takeda (Mutual entry to Japanese and American Market and local adaptation- pharmaceutical industry: Merck and Takeda)” in Shiomi Haruhito and Kikkawa Takeo eds.

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Nichibei Kigyo no Grobal Kyoso Senryaku (Global Competitive Strategy of Japanese and American Companies), Nagoya University Press, pp.188-220.

Kuwahara, Tetsuya (2005) “Takokuseki Kigyo no Tainichi Sinsyutu to Soshiki Nouryoku no Kouchiku: Koudo Seichoki, General Foods no Ryutu Chanel Seisaku wo Chusin to shite (Foreign Multinationals in Japan and their Organizational Capabilities: Case of the General Foods Corp. in Her Economic Miracle Days)”, Kokumin Keizai Zasshi (Journal of Economics & Business Administration), 192(4), 1-23.

― (2007) “Nihon Shijo he Kouhatsuteki ni Sannyu shita Takokuseki　Kigyo no Keiken: Unilever, 1964-2000 (Late Comers in Japan Market from Overseas: Unilever, 1964-2000)”, Kokumin Keizai Zasshi (Journal of Economics & Business Administration), 196(1), 69-90.

― (2009) “Takokuseki Kigyo no Genchi Keiei to Chuzaiin Seisaku: Koudo Seichoki no Nihon ni okeru Nestle (The Foreign Multinationals' Local Operations and Expatriate Policy: Nestle in Japan in the Economic Miracle Days)”, Kokumin Keizai Zasshi (Journal of Economics & Business Administration), 199(4), 15-39.

Mason, Mark (1992) American Multinationals and Japan: The Political Economy of Japanese Capital Controls, 1899-1980, Cambridge, Mass.: Harvard University Press.

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Kevin D. Tennent

University of York

Kevin.tennent@york.ac.uk

Le Corbusier, the town planners, and the corporate strategists

Contemporary criticisms of strategic management have emphasised the militaristic roots of the discipline. Critique has particularly centred on the pre-1990 design, planning and positioning views of strategy where belligerent antidecents are clearly discerned. In this paper we suggest that strategic management scholars have hitherto failed to recognise the influence of modernist town planners and architects on the genesis and development of the topic from the 1930s onwards, which occurred at a time when society in the US and Western Europe was rapidly being reoriented towards car use and an increasing use of strategy in grand building projects on a scale hitherto unseen. To demonstrate the subconscious influence of town planning ideas on strategic management we offer a critical reading of Le Corbusier’s Cities of Tomorrow (1925) which offers a complete strategic vision for planning an ordered city for the automobile and machine age, mobilized by the strategic planning framework of Christensen, Andrews and Bower (1978) to illustrate the continuity in strategic ideology between these approaches. We conclude that there is evidence of Le Corbusier’s strategic plan descending into irrational inflexibility, a critique consistent with critiques of the design school (Mintzberg, Ahlstrand and Lampel, 1998).

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Aashish Velkar (University of Manchester)

Popular Politics and Managing Britain’s entry into EEC during the 1970s: Some lessons from Social History

Standardisation is generally regarded as essential for reducing trade barriers, exploiting economies of scale, enhancing productivity and for the ‘management’ of international economic integration. Unsurprisingly, standardisation (or ‘harmonisation’ as it was termed then) was one of the key principles of European economic integration established by the Rome Treaty in 1957, primarily aimed at eliminating trade restrictions within the European communities. Although the ‘managers’ of European economic integration may have been convinced of the need to standardise, EEC Directives aimed at harmonisation contributed to the festering anti-Europe sentiments in Britain and the perception that joining the EU led to the ‘loss’ of British sovereignty.

Social history of the 1960s and 70s can reveal how and why popular opinion, shaped by little factual information and over-simplification of quite complex economic issues, rendered the overall ‘management’ of Britain’s integration with Europe difficult. The seeds of Brexit were sown in how the historical debate about Britain and Europe was framed in the [ublic sphere. Historical analysis reveals how conflicting opinions turned parts of the debate into a clash between the principles of ‘free choice’ against the ‘compulsory standardisation’ imposed upon Britain by Brussels. Using the case of the metrication policy in the 1970s, this paper demonstrates how conflicting ‘framing’ of the pro- and anti-metrication arguments in popular politics led to the abandonment of the metrication policy by 1980, exacerbated the uncompetitiveness of British industry, and crystallised the popular perception that Brussels was imposing European laws that the British parliament had no choice but to implement. In the post-Brexit environment, where there have been calls for Britain to abandon the ‘European’ metric system and return to its ‘traditional’ imperial measurement system, such historical studies reveal why management 1 of socio-technical change should pay closer attention to

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popular framing that sometimes involves selecting particular bits of information to highlight, to the exclusion of other (often contradictory) information.2

****

1 http://www.telegraph.co.uk/news/2017/04/01/now-sovereign-nation-must-bring-back-imperial-units/

(accessed online on 2 April 2017)

2 https://ehsthelongrun.net/2017/04/11/inching-towards-the-meter-britain-europe-and-the-politics-ofeconomic-

integration/

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David Weir

York St John University

One Family, Management and Crisis: the men of 1914

The Call for papers invites submissions around the themes of breakpoints, crises and the histories of “the people” and this paper extends the frameworks proposed into the areas of family and regional history: the material has been collected as part of an ongoing project into one family in the north of England, with a focus on the events of 1914-1918 in the context of the political and social frameworks of the period in a Northern city. The family is my own and though this work of research is ongoing and intermittent, there has been one paper completed and presented and there are others in the pipeline. The city is Bradford which was at this time a centre of “municipal socialism” and civic innovation and my family members were centrally involved in the development of these agenda, including public health, schools medical services and in particular in the introduction of daily school milk.

The role of ideas and ideologies that are often casually accepted as merely of significance in the context of evolving managerialism on the one hand or of the ongoing struggles of the urban working classes are shown to require a much more nuanced framing involving the growth of professionalism and technological qualification and the interpenetration of urban politics with an evolving agenda that was much more complex than the simplistic generalisations around “Taylorism” and “colonialism” that infest the retrofitting of today’s theoretical concerns with the realities of a century ago.

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Brian WiermanPhd Candidate, University of Manchester

“We are using an alternative. Anarchism’s hidden influence on management innovation.”

In this study I will explore features of anarchism and their intersection with innovation in management theory and practice. I intend to show that anarchism is already present in modern organizations, particularly thoseoperating with self-managed teams, diffused and democratic decision-making, flat structures and other similar efforts. Anarchism remains hidden, obscured, and misunderstood however, something heightened by capitalism’s neoliberal entrenchment, and anarchism’s difficult past. If anarchism is influencing “mainstream” management, a direct study is an opportunity to show anarchism in a more useful, productive, and practicallight. Revealing management’s “hidden anarchism” will be meaningful for an anarchist theory of management and organizations, a theory that could contribute to management and worker emancipation, and refinementof capitalism’s lesser features.

The project involves two main sections. First, I will review the three main epochs of anarchism: classical, practical and post. I will argue the height of “classical” anarchism was Kropotkin’s Mutual Aid, with its focus onhumankind’s cooperative nature, and desire to create stability through effective relationships with others. I continue with reviews of Ward and Goodman’s “practical” anarchism, and illustrate how the central tenets ofanarchism can be present without revolution or violence. Next, I will review current refinements of anarchism, best seen in May and Newman's “postanarchism”, which discusses the complex nature of power in modernsociety. From these, I will distil and understand anarchism’s obscured nature. The sum of this first section will be a working model of contemporary anarchism. Second, through an ethnographic approach, I will use the model to interrogate representations and manifestations of anarchism in two case studies: a military organization at the heart of global hegemony; and an online retailer which has supposedly pioneered thecause of a “post-management.” While perhaps striking because of their various surface differences, my initial work in both cases reveals organizational ideologies, cultures and even structures which have strong parallels with anarchist thought.

The study will challenge me in two ways: first, I must assert that my model of anarchism is representative of anarchist ideas. This rich philosophy

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presents a possibly unique challenge; anarchism typically rejects dogmatic assertions. Second, varying degrees of access in the ethnographies -- in one case, I am studying my own military organization -- will challenge me when comparing and contrasting my observations. Nevertheless, I anticipate my findings will make an original and meaningful contribution to the growingintersection of anarchism and Critical Management Studies.

ReferencesGoodman, P. (1965). People or personnel; decentralizing and the mixed system. New York: Random House.

Kropotkin, P. (2012 [originally 1902]). Mutual aid: A factor of evolution. Courier Corporation.

May, T. (1994). The political philosophy of poststructuralist anarchism. University Park, PA: Pennsylvania State University Press.

Newman, S. (2015). Postanarchism. John Wiley & Sons.

Swann, T., & Stoborod, K. (2014). Did you hear the one about the anarchist manager? ephemera: theory & politics in organization, 14(4).

Ward, C. (1973). Anarchy in action. New York: Harper & Row.