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This paper aims to highlight myriad accomplishments of C. Bertrand Thompson, who is perhaps most well known as a scientific-management bibliographer and a Taylor disciple, in the belief that his contributions as a pioneer management theorist and consultant in Europe deserve to be more widely known and more deeply appreciated.

Archival, primary and secondary sources were used in the research.

Thompson was among the first to bring management consulting to Europe. He understood the importance of adapting scientific-management principles to meet the diverse needs of each client for whom he consulted. Thompson’s strong belief and value system remained constant throughout his life.

Understanding the needs of customers or clients and adapting systems to meet those needs is essential in achieving success as a consultant.

By drawing on rarely accessed published and unpublished materials, this paper discusses Thompson’s many contributions to management thought and practice, most of which previously have not been highlighted in the referent literature.

The purpose of this paper is to trace the European and British activities of Wallace Clark and his consulting firm with public sector agencies and private firms implement Henry L. Gantt’s chart concept.

Archival records and secondary sources in English and French.

Developed to meet the shipbuilding and use needs for the Great War (World War I), the Gantt chart was disseminated through the work of Wallace Clark during the 1930s in numerous public sector and private organizations in 12 nations. The Gantt concept was applied in a variety of industries and firms using batch, continuous processing and/or sub-assembly lines in mass production. Traditional scientific management techniques were expanded for general management, such as financial requirement through budgetary control. Clark and his consulting firm were responsible for implementing a managerial tool, the Gantt chart, in an international setting.

Some firms with which Clark consulted could not be identified because the original records of the Wallace Clark Company were disposed of by New York University archival authorities. Industries were identified from the writings of Pearl Clark and Wallace Clark, and some private or public organizations were discerned from archival work and the research of French and British scholars.

This is the first study of the diffusion of a managerial tool, developed in America by Henry L. Gantt, into Europe and Britain through the contributions of Wallace Clark.

Taylorism and scientific management, as significant components of productive relations in the USA during the early twentieth century, have been examined by accounting historians representing the major paradigms that hold sway in contemporary historiography – the Foucauldian, the Marxist (labour process), and the economic rationalist (Neoclassical). The great bulk of this work has assumed that the major tenets of scientific management, such as time study, incentive wage schemes, standard costing, and variance analysis, were in common usage during the first two decades of the current century. This paper intends to set the record straight by demonstrating that theory was running far ahead of practice in that the number of actual adoptions of the new methods were not concomitant with the prevalence of scientific management literature. Subsequently, the paper will endeavour to show how the three major paradigms combine to enhance our understanding of Taylorism. Much of what Taylor wrote can be interpreted within a Foucauldian framework; the negative reaction of organised labour was much in the Marxist tradition; and, finally, the lack of applications in practice reflected economically rational action on the part of entrepreneurs (thereby completing the triangle).

The purpose of this paper is to reveal the contributions made by Charles Clinton Spaulding, a prominent black business leader in the USA in the early 1900s. This paper highlights the management philosophies and practical work of Spaulding, an individual who considerably influenced African-American management thought and practice, and played an important role in Corporate America from the turn of the twentieth century onward.

The research was conducted by reviewing and synthesizing a number of writings including published works by Spaulding himself, as well as articles about Spaulding from sources such as history journals, newspapers and other resources.

Spaulding’s contributions were significant, from his insight regarding the fundamental necessities for the effective management of a business, to his management style and implementation of practices which reflected his recognition of the importance of transformational leadership, employee development, diversity, corporate social responsibility and a strong positive culture for the successful management of an enterprise. Thus, this paper concludes that the title of “Father of African-American Management” is a fitting tribute to this business pioneer who overcame the odds to become the most successful black business executive in the early twentieth century.

The contributions made by minorities, including African-Americans, to management thought and practice have not been adequately covered in the literature. This paper begins to fill a noticeable void by drawing from infrequently acquired sources such as Spaulding’s article “The Administration of Big Business” and highlighting his contributions to the African-American community and the business community at large.

The purpose of this paper is to organize the semantics jungle of marketing strategy approaches, terms and concepts into a logically coherent framework using the history of marketing thought to inform current marketing research and practice.

The paper takes the form of an intensive literature review tracing the three streams of marketing strategy terms and concepts from their roots in the literatures of early marketing management, managerial economics and corporate management to the present.

Along with marketing ideas, strategy concepts from managerial economics and from corporate management were absorbed directly into the corpus of strategic marketing thought. These three streams of research have converged into the current state of marketing strategy – an eclectic mixture of both complementary and conflicting strategic approaches, terms and concepts. By systematically following the evolutionary development of major contributions to strategic marketing thought and by redefining terms and refining concepts the various approaches to strategy can be integrated into a comprehensive conceptual framework for organizing and choosing among individual marketing strategies.

The framework offers conceptual and practical value. It provides a researcher with a consistent set of terms and concepts to build upon. The framework also provides a strategic toolkit for the marketing manager, based upon organizational and environmental conditions, to choose from among the feasible alternatives the most effective marketing strategy to achieve management's goal(s).

In 1979, Rosemary Pledger became the first female President of the Academy of Management (AOM). AOM, through scholarship and teaching about management and organizations, is well known for its contributions to the development of modern management theory. The purpose of this paper is to understand and analyze the human and social influencers which enabled Pledger’s career success. She climbed to the top of her profession and became a role model for other professional women, especially in the academic field; she successfully cracked the glass ceiling.

The authors used a qualitative methodology as most appropriate to examine the research question of how Pledger used human and social skills to overcome barriers to career success. In addition to her biographical data, the authors analyzed 1,593 pages of documents from the AOM Archives at the Khell Center, Martin P. Catherwood Library, Cornell University, Ithaca, New York.

Pledger succeeded because she developed strong human and social capital critical for career success and career mobility. Becoming part of the top management team in three organizations – the AOM, the Southwestern AOM and the University of Houston – Clear Lake City is evidence of her skill in using her capital to crack the glass ceiling.

The limitation of author interpretation of secondary data is recognized.

This work illustrates the appropriateness of qualitative research, specifically, in placing important management figures in context, and it makes clear how human and social capital factors are critical to career success for women.

AOM’s contribution to the development of modern management theory is widely recognized; however, there is a lack of studies related to the career successes of AOM’s female leaders. This paper chronicles the career life of Rosemary Pledger who became the first female president of the AOM and a successful Dean and examines the factors that contributed to her career success despite the presence of a glass ceiling.

This paper aims to provide evidence of pro-worker orientation and acceptance of socialist idealism in scientific management, with particular focus on Walter Polakov.

A range of original texts have been examined to identify the ideas expressed or accepted by the early scientific managers. These include Bulletin of the Taylor Society and the early publications of the socialist engineer and scientific manager Walter Polakov.

This paper shows how an avowed socialist is outspoken but unremarkable for the members of the Taylor Society in the 1910s and 1920s, contrary to the views expressed in textbooks and other histories which assert a deep antiworker bias in scientific management.

This is limited to a historical analysis of the role and extent of involvement of the Marxist engineer Walter Polakov in the US scientific management movement in the 1910s and 1920s.

This paper offers insights into the workings of the Taylor Society using a biographical approach. In so doing, it demonstrates, in a new way, the verity of claims that the original proponents of scientific management were not authoritarian or anti-worker in their views or ideals, but, rather, open to progressive and socialist ideals.

Pre COVID-19 there were a growing number of opportunities for study abroad across higher education in the United States, (Rosch & Haber-Curran, 2013; Martinez, 2012). This paper aims to examine phenomena surrounding outcomes of student abroad experiences while centering students’ leadership learning. Centering leadership learning as a framework, findings indicate participants in the study grew in the of areas of leadership efficacy and capacity through the short-term study abroad.