New Directions in Organizational and Management History

Dr. Sonia Coman is the Director of Digital Engagement at the Washington National Cathedral. In her previous role, she led the Marketing and Communications team at the Smithsonian’s National Museum of Asian Art as Audience Engagement Strategist. Her other experience includes strategic planning, cultural product marketing, research, and curatorial work. She has a B.A. from Harvard University (Magna cum laude, Phi Beta Kappa) and a Ph.D. from Columbia University. Her dissertation used qualitative and quantitative methods to explore the social network underlying the production of cross-pollinating Japanese and French ceramics at the turn of the twentieth century. Dr. Coman serves on the Editorial Board of Brill’s Journal of Japonisme and as co-editor of the De Gruyter Series in Organizational and Management History. She is a regular contributor to Smarthistory, the world's most visited digital art history resource, and the author of interdisciplinary articles and chapters on style formation in the creative industries and on legacy in long-lived organizations. Andrea Casey is Associate Professor, Human & Organizational Learning at George Washington University. Dr. Casey's teaching and research interests include organizational cognition in areas such as collective memory and organizational identity and learning. She is an active member of the Academy of Management (AOM) and has served as Division Chair for the Managerial and Organizational Cognition (MOC) Division and recently completed a three-year term on the Board of Governors. She has reviewed papers and proposals for multiple divisions of AOM including MOC, Research Methods, Organization and Management Theory, and Management Consulting and also reviews for the Eastern Academy of Management, the Academy of HRD, and the Organizational Learning, Knowledge and Capabilities International Conference. In addition she has reviewed for journals such as AOM Review, Organization Science, Management Learning, and Human Relations. Dr. Casey is on the Editorial Board of Management and Organizational History and was a member of the editorial board for the Journal of Management. She has more than 15 years’ experience as an external HRD consultant to state government and private non-profit organizations throughout the USA. In her HRD work, she is primarily involved in leadership development, strategic planning and organizational change initiatives. She is author of Organizational identity and memory: A multidisciplinary approach published by Routledge in 2018.

• Introduction The introduction provides a rationale for the volume, as the first in this new series, and familiarizes the reader with the criteria and procedures that the two authors used in researching and writing the book. Lastly, this introductory section explains how the book is organized and how each chapter responds to the goals of the volume. Part I: A History of Organizational and Management History Chapters: A Brief History of Organizational History A Brief History of Management History Organizational History vs. Management History Gaps in the Literature The first part traces the origin and evolution of the disciplines of organizational history and management history, adopting a global approach to the literature review. In exploring these fields in relation to one another, the authors envision a more integrated field in　which the two disciplines benefit from each other’s methodologies, theoretical frameworks, and research agendas. Within this framework, this part identifies and discusses the gaps in the literature, some of which are expanded upon in parts II and III. Part II: New Directions in Theoretical Framing Chapters: Interdisciplinary Collaborations Multimethod Approaches New Theoretical Lenses (e.g., understanding time) The second part focuses on new directions in theoretical framing for organizational and management history. Relying on the authors’ survey of historical and recent literature, the part explores the advantages and potential pitfalls of interdisciplinary approaches, hybrid methodologies, and relatively new or underexplored theoretical concepts and perspectives. Part III: New Directions in Empirical Approaches Chapters: Making the Case for Historical Case Studies Case Selection: Underexplored Fields and Industries The third and last part focuses on empirical studies, investigating new directions in the field, particularly the surge of interest in historical case studies and in selecting cases from underexplored industries (e.g., creative industries, fashion, gastronomy, etc.). This part builds on the previous one to shed light on how theoretical models can be built or further developed by expanding the scope boundaries and criteria in case selection, both temporally (e.g., learning from cases from the past) and spatioculturally (e.g., creative fields, nontraditional companies, and/or organizational structures). Conclusion The conclusion discusses the chapters in the book and reflects on the future of the field, setting the stage for subsequent books in the series.

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