Race, homelessness and inner-city policy in 1980s Britain

This article utilizes an organizational history of the Birmingham-based Handsworth Single Homeless Action Group (HSHAG) to explore black youth homelessness and inner-city policy in 1980s Britain. It draws upon under-used charity archives to intervene in recent debates, considering the part played by the voluntary sector within the Thatcher administrations’ inner-city policies and what targeted funding of this kind reveals about the remaking of the welfare state in these years. First, it introduces HSHAG, setting out the context of inner-city funding programmes, before questioning how sustainable this might have been for voluntary organizations engaged in supporting the homeless population. Secondly, it examines the effects of housing privatization and unemployment on HSHAG's attempts to advise homeless black individuals and assert their rights as citizens to state support. Together, it exposes the role of the voluntary sector in welfare state restructuring and considers how this change made the task of homelessness organizations Herculean.

Effectual Entrepreneurship in the Arts: The Story of Austin Classical Guitar

This article tells the incredible story of Austin Classical Guitar, provides empirical evidence supporting the efficacy of Sarasvathy’s Effectual Entrepreneurship principles within an arts context, and contributes to theory development for the field of entrepreneurship and the subfield arts entrepreneurship. Individuals and organizations can utilize the concepts, principles, and method illustrated in the organizational history of Austin Classical Guitar to launch and sustain successful arts ventures. Arts entrepreneurship educators and scholars are encouraged to consider effectuation a foundational building block for the subfield and incorporate it into their work.

Opera against the Odds

Until 1864, provincial opera operated within a Napoleonic system designed to ensure hierarchically ordered provision for large and smaller towns nationwide and in the colonies. Discussion of how the system worked, how it was funded, how it served indirectly to erase regional difference, and how raw material from Paris (Grand Opera and the voice types it required) became too expensive, helps explain why the system was already at a breaking point by the 1830s, catalyzing heated local and local–national debates. The significance of provincial opera’s travails, its competitors in the entertainment sector from café-concert to radio, and the importance of two regional triumphs—Wagner and open-air opera—become clear in the light of this Paris-generated organizational history. Considerations of decentralization shift at this point to those of the tensions between genre of “national opera” and the centrifugal forces of cultural regionalism (with its attendant identitarian concerns), using the nature and significance of operatic “local color” as a test bed.

What if Marie Kondo Wrote an Organizational Change Book? Making Space for Subtractive Change

Subtraction neglect is a real problem in our lives and organizations. Additive change, increasing the number of activities, tasks, and goals, is the unrelenting norm. Subtractive change removes things. For people and organizations starved from bandwidth, and change scholars and practitioners seeking new capabilities, subtractive change offers opportunity to make organizational change both kinder to people and more effective. I offer a few ideas for promoting subtractive change in scholarship and practice: the difference between Virtuous Subtraction realizing value and Exploitative Subtraction deflecting burdens on to others; the essential roles of reflective practice, awareness of organizational history, and mindful attention to stakeholders in Virtuous Subtraction; and Anticipatory Subtraction where practices are time-marked with start and/or stop dates to call attention to opportunities for review and updating; and legacy-building practices to respect the value served by subtracted practices.

Leadership lessons untold: A new history of Robert McNamara’s World Bank

Leadership education can be reductionist and facile. Recent scholarship in management and organizational history has reexamined many of the most established business school concepts and literatures, rethinking the ‘lessons’ taught from – among others – Taylor, Maslow and the Human Relations School. This study similarly uses historical methods (oral historical and archival) to analyse the career of Robert S. McNamara, a major figure often portrayed simplistically in leadership literature. McNamara is often characterized as a ‘good manager but poor leader’, notorious for failures associated with micromanaging by questionable metrics. While this picture is partially accurate, it is far from complete. McNamara’s career – for all its management failures and weaknesses – also featured many traits associated with celebrated concepts of ‘leadership’, especially during his long tenure as President of the World Bank (1968–81). We develop an historical narrative that reevaluates and updates our understanding of this comparatively unexplored latter stage of McNamara’s career. The article argues against the construction of simplistic ‘leadership lessons’ that suffer from three weaknesses: (1) a poor grasp of historical events, (2) a weak understanding of history as a discipline and (3) a reliance on artificial constructs and dichotomies, such as leadership (good) versus management (bad). We suggest that there is much to learn from deepening the scholarly relationship between critical leadership studies and management history.

Accounting for management and organizational history: strategies and conceptions

Purpose The purpose of this paper is to answer the question of where the course of the collective efforts in historical research on business and organizations has taken this discipline. By raising two key contributions that have sought to reshape the contours of management and organizational history, the authors trace the work of their field since their inception and, in doing so, critique the utility of these typologies as representative of diverse historical knowledge in management and organization studies (MOS). Design/methodology/approach Drawing on elements of an integrative review that seeks to critically appraise the foundation of knowledge built in a scholarly field, the authors interrogate the historical knowledge that has been (and is being) produced in three leading management and organizational history journals by synthesizing the posture history takes as an object and subject of study in MOS. Over 400 articles were closely examined and categorized using Rowlinson et al.’s (2014) research strategies in organizational history and Maclean et al.’s (2016) four conceptions of history. Then, this research was used to examine the integrity of these two typologies and their practice by management historians. Findings The bulk of the work our field has produced mirrors an analytically structured history feel – where “doing history” straddles careful divide between data analysis and narrative construction. Narrating as a conception of history used in organization studies research remains the most subscribed representation of the past. It was found that while some work may fit within these typologies, others especially those considered peripheral of mainstream history are difficult to confine to any one strategy or conception. The authors’ examination also found some potential for a creative synthesis between the two typologies. Research limitations/implications Because only three management history journals are used in this analysis, bracketed by the choice of the periodization (between 2016 and 2019 inclusive), this study must not be viewed as being wholly representative of all historical research on business and organizations writ-large. Practical implications This research attempts to demonstrate the recent direction management and organizational historians have taken in crafting history. The authors embrace the opportunity to allow for this paper to act as a tool to familiarize a much broader audience to understand what has been constituted as historical research in MOS to-date and is especially useful to those who are already contributing to the field (e.g. doctoral students and junior scholars who have demonstrable interest in taking up historically inspired dissertations, articles, chapters and conference activities). Originality/value The research conducted in this article contributes to the debates that have sought to define the scholastic character of management and organizational history. The authors build on recent calls to take part in creating dialogue between and among each other, building on the collective efforts that advance history in both theory and practice.

PENGARUH BUDAYA ORGANISASI TERHADAP PENGELOLAAN RASTRA DI DESA BULUCENRANA KECAMATAN PITU RIAWA KABUPATEN SIDENRENG RAPPANG

This research provides a purpose to understand culture on prosperous rice management in Bulucenrana Village, Pitu Riawa District, Sidenreng Rappang Regency and to determine the factors that influence organizational culture in Bulucenrana Village, Pitu Riawa District, Sidenreng Rappang Regency. The population of this research was 119 people. A sample of 54 people. The sampling technique used was purposive sampling. This type of research is descriptive quantitative. The data collection techniques used were observation, interview, questionnaire and literature study. The data analysis technique used was descriptive statistics and with the help of the SPSS version 21 application. The results showed that the influence of organizational culture in Bulucenrana village with a percentage of 59.58% was in the unfavorable category. Rastra management in Bulucenrana Village with a percentage of 55.66% is in the poor category. Based on the value of t count> t table or 2.750> 2.006, then H0 is rejected, meaning that the influence of organizational culture has a significant effect on the management of prosperous rice in Bulucenrana Village, Pitu Riawa District, Sidenreng Rappang Regency with a contribution percentage of 57.1%. Factors Affecting Organizational Culture: 1. Organizational history factors 58%, 2. Cultural factors 58.4% and 3. Language factors 54.4%. Based on the explanation above, it can be concluded that factors affecting the Organizational Culture in Bulucenrana Village with a percentage of 56.66% are in the unfavorable category.

An institutional ethnographic analysis of public and patient engagement activities at a national health technology assessment agency

Objective The practice of public and patient engagement (PPE) in health technology assessment (HTA) has spread worldwide, yet gaps in knowledge remain. We carried out an institutional ethnography of the Canadian Agency for Drugs and Technologies in Health (CADTH) public and patient involvement in HTA. Methods The research took place over 15 months and included observational work in the institutional settings, text review, and interviews with individuals working for or involved with the agency. Results We found that despite demonstrated commitment to PPE, organizational history, governance structure, and practices were impediments to a unified approach to PPE. Unclear role descriptions for committee members and differences in philosophy and priority given to PPE across the organization presented challenges to effective participation. The high degree of value given to evidence-based principles at times conflicted with meaningful integration of patient input. A lack of clear goals and processes, roles, and differential treatment of evidence in PPE served to minimize the importance of patient experiences and to displace their validity. An acknowledgment of conflicts between multiple epistemic traditions at work within HTA activities may strengthen organizational approaches to PPE. Conclusion HTA organizations can learn from this study by reflecting on the challenges described and the recommendations offered to address them. We suggest solidifying CADTH's commitment to PPE with clear agency-wide roles and direction, values, and outcomes, a comprehensive framework, and policy and procedures. An acknowledgment of diverse epistemic traditions, as well as leadership and expertise in PPE, will strengthen CADTH's PPE activities and sustain its leadership position in the HTA field.