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.
