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The purpose of this paper is to revisit the potential of the New Deal as a research context in management and organization studies and, in doing so, forward the role one of its chief architects, Harry Hopkins, played in managing the economic crisis. The exploration takes us to multiple layers that work together to form context around Hopkins including the Great Depression, the Roosevelt Administration, and ultimately, the New Deal. By raising Harry Hopkins as an exemplar of historical-narrative exclusion, the authors can advance the understanding of his role in the New Deal and how his actions produced early insights about management (e.g. modern crisis management).

The paper experiments with the methodological assemblage of ANTi-History and microhistorical analysis that the authors call “ANTi-Microhistory” to examine the life narrative of Harry Hopkins, his early association with President Franklin D. Roosevelt and later, the New Deal. To accomplish this, the authors undertake a programme of archival research (e.g. the digital repository of The Franklin D. Roosevelt Presidential Library and Museum) and assess various materials (e.g. speeches, biographies and memoirs) from across multiple spaces.

The findings suggest Harry Hopkins to be a much more powerful actor in mobilizing New Deal policies and their effect on early management thought than what was previously accepted. In the process, the authors found that because of durable associations with Roosevelt, key policy architects of the same ilk as Harry Hopkins (e.g. Frances Perkins, Henry Wallace, Lewis Douglas, and others) and their contributions have been marginalized. This finding illustrates the significant potential of little-known historical figures and how they might shed new insight on the development of the field and management practice.

The aim is to demonstrate the potential of engaging historical research in management with the individual – Harry Hopkins – as a unit of analysis. By engaging historical research on the individual – be it well-known or obscure figures of the past – the authors are considering how they contribute to the understanding of phenomena (e.g. New Deal, Progressivism or Keynesian economics). The authors build on research that brings to focus forgotten people, communities and ideas in management studies but go further in advocating for space in the research to consider the scholarly potential of the individual.

This study aims to investigate about the use of artificial intelligence (AI) (man machine relationship) regarding organizational behavior. The aim of this research paper is to analyze whether the current AI is used also to replace man in “creative” activities.

This study is based on a qualitative and explorative approach. It is made a review of the literature with “Scopus” and “Web of Science” databases. The research fields are AI, organizational behavior, man-machine relationship and creativity.

Analyzing whether the intensive use of AI in organizational behavior can replace human work in creative activities.

The connection of AI with creative activities within the organization is only just beginning. For this reason, other sources, like Harvard Business Review, public reports and professional papers found on the internet have been considered. The most important limitation of this paper is that all the results presented here do not concern a single case study.

In this paper, there are some examples that can show the use of AI in creative activities; however, this does not complete the situation facing companies in any sector because the AI technologies used within enterprises are constantly evolving. It is possible to continue to do research in this field.

The paper is meaningful because highlights the development of AI toward creative activities typically of human resources. It is also interesting because it analyzes the exploratory use of AI in increasingly human work, generating positive and negative externalities.