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1 – 9 of 9The purpose of this paper is to present a reflexive review of ANTi-History written as a reply to a critique by James Reveley, published in the Journal of Management History…
Abstract
Purpose
The purpose of this paper is to present a reflexive review of ANTi-History written as a reply to a critique by James Reveley, published in the Journal of Management History, called “Firm objects: new realist insights into the sociohistorical ontology of the business enterprise.”
Design/methodology/approach
Reveley’s critique of ANTi-History focuses on three aspects, namely, matters of ontology, actors and relationalism. Using the logic of ANTi-History, the author reviews each and offers a reply.
Findings
This paper demonstrates that ANTi-History is inspired by amodern thought. This condition negates the need and desire to classify social and physical objects in the study of history. Drawing on Actor-Network Theory, ANTi-History assumes that historical actors are heterogeneous, and the consequence is that both human and nonhuman actors should feature in the study of history. The focus, in using ANTi-History, should be in-between the human and nonhuman actors that make up the past and history. This is the premise of using a relational lens.
Originality/value
The review of ANTi-History is structured as a reply to critiques of the approach. In reflecting on these criticisms, the author realizes that ANTi-History has gotten beyond its originators. As one of those originators, the author inspired to continue to develop its strange potential.
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Keywords
Nicholous M. Deal, Christopher M. Hartt and Albert J. Mills
Nicholous M. Deal, Christopher M. Hartt and Albert J. Mills
Nicholous M. Deal, Christopher M. Hartt and Albert J. Mills
Nicholous M. Deal, Christopher M. Hartt and Albert J. Mills
Nicholous M. Deal, Christopher M. Hartt and Albert J. Mills
Nicholous M. Deal, Christopher M. Hartt and Albert J. Mills
Nitha Palakshappa, Sarah Dodds and Loren M. Stangl
The world continues to grapple with grand challenges – climate change, pandemic, poverty, social injustice and diminishing resources – requiring mitigation if we are to focus on…
Abstract
Purpose
The world continues to grapple with grand challenges – climate change, pandemic, poverty, social injustice and diminishing resources – requiring mitigation if we are to focus on well-being and move towards a more sustainable future. Cultivating sustainable ecosystems offers a possible solution. The purpose of this paper is to understand how sustainable organizations at the meso level can nurture sustainable service ecosystems that provide the potential for greater well-being outcomes for individuals, business, society and the planet.
Design/methodology/approach
Case study data is gathered from 11 sustainable fashion organizations operating at the meso level within a complex ecosystem. The analysis includes interviews with founders and/or key managers and secondary information from company websites and publicly available reports.
Findings
The findings identify key value co-creation sustainable practices at the meso level that facilitate the function of the service ecosystem to create well-being outcomes. Value co-creation practices include – embedding a sustainable ethos; implementing sustainable strategies that embrace innovation, transparency and stakeholder collaboration; and incorporating sustainable communication practices that engage.
Originality/value
Encapsulating sustainability within macromarketing and service ecosystems enables the development of a sustainable service ecosystems framework that has the potential to offer enhanced well-being. Implications for marketing practice in terms of important factors that facilitate service-sustainable ecosystems to enhance well-being are considered.
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