A New History of Management

Stephen Cummings is Professor of Management at Victoria University of Wellington. Previous publications include Recreating Strategy (2002), Images of Strategy (2003), Creative Strategy (2010), Handbook of Management and Creativity (2014), and Strategy Builder (2015), as well as articles in several management journals. Stephen is an Academic Fellow of the International Council of Management Consulting Institutes, Zurich, and Chair Elect of the Academy of Management's Critical Management Studies Division, New York. Todd Bridgman is a senior lecturer in the School of Management at Victoria University of Wellington, having previously held research fellowships at Judge Business School and Wolfson College, University of Cambridge. He co-edited The Oxford Handbook of Critical Management Studies (2009) and is currently Co-Editor-in-Chief of Management Learning. John Hassard is Professor of Organizational Analysis at Alliance Manchester Business School, University of Manchester. He has written several books including Sociology and Organization Theory (Cambridge, 2003) and Managing in the Modern Corporation (Cambridge, 2009), as well as journal articles for leading business research journals such as Academy of Management Review and Industrial Relations. Michael Rowlinson co-founded the journal Management and Organizational History in 2006 and was an editor until 2013. He is currently an associate editor of Organization Studies and a member of the editorial board of the Academy of Management Review. With John Hassard and Stephanie Decker, he authored the landmark article 'Research Strategies for Organizational History: A Dialogue between Historical Theory and Organization Theory' in the Academy of Management Review.

• 1. Rethinking the map of management history; 2. Management's formation: the importance of the liberal context; 3. To what end? The nature of management's classical approach; 4. The birth of organization science: or what we could learn from Max Weber; 5. The institution of the business school; 6. The discovery of the human worker; 7. Textbook distortions: how management textbooks process history and limit future thinking; 8. The invention of corporate culture; 9. Remaking management history: new foundations for the future.

'Much of management thought is based on taken for granted assumptions about 'best practices' that emerged from a very narrow space of place and time. Cummings, Bridgman, Hassard and Rowlinson deftly strip away these cultural and historical assumptions and raise serious questions about what we think we know about management. Like the Matrix, A New History of Management will make you see the world of business in a whole new way.' Roy Suddaby, University of Victoria, Canada and Newcastle University