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States that there has been a recent explosion in the publication of reference works in the field of African American studies which indicates the mature field of scholarship being achieved in this area. Provides a bibliographic guide for those wishing to identify and use research tools for studying African American literature.

Strategy consultants have much to offer a top executive in terms of improving the bottom line. Yet little is known about the strategy consulting industry, because the firms and their clients are often reluctant to disclose details of their activities. This article surveys the leading strategy consulting firms and explores trends affecting the future of the industry.

Being a relatively newer member to the school of Austrian economics, I have seen the world of the economics profession and its many schools of thought through many lenses. Having this different perspective, I disagree with Pete Boettke on his ideas for ways to change the procedural way the Austrian school does economics. We need to be empirical about not just the economy, but of the history of economic thought. I believe the main goal should not be higher impact factors, but true progression of scientific knowledge. More focus on what we are doing, and less on counting articles.

This paper aims to correct some misconceptions about George Homans. Specifically, it clarifies the relationship between Homans and Malinowski, explains why Homans is rightfully considered the father of social exchange, shows Homans’ perspective on altruism and self-interest and analyses Homans’ place in management’s complex history.

This is a conceptual paper which synthesizes both primary and secondary sources on Homans, social exchange theory (SET), Malinowski and other Homans’ contemporaries and theories, which, in aggregate, help dispel some common misconceptions in the literature today.

This paper disperses several common misconceptions about Homans and his work. First, the findings show that beliefs that Homans was unaware of Malinowski are not justified, as Homans was not only aware of Malinowski but also significantly influenced by Malinowski’s work. Second, this manuscript clarifies that while Homans, for specific reasons, focussed on self-interest, his work accounted for altruism. Lastly, this paper also further cements Homans’ place in history as the father of social exchange.

Recent misconceptions have emerged in the literature calling to question not only Homans’ legitimacy as the father of social exchange but also some of his views on the theory itself. By clarifying these misconceptions, this paper enables scholars from a variety of management fields to better understand historical foundations of SET and its impact on current research.

Recent scholarship in neo-evolutionary sociology has rejected stage-models in favor of multilinear theories that shift the study of sociocultural change away from teleological arguments toward those that emphasize selection pressures and macrodynamics. The paper below adopts a neo-evolutionary frame to revisit one of the most epochal moments in human sociocultural evolution, the urban revolution (about 5,000 years ago in Mesopotamia, China, Egypt, and perhaps the Indus Valley) and the rise of the first political units. Shifting the analysis from conventional perspectives, this paper asks the question why the polity was the first autonomous institution besides kinship and what consequences did this have on the trajectory of the human societies, and more generally, human sociocultural evolution. By doing so, a slightly different historiography is presented in which institutional autonomy corresponds not with stages, but rather an historical “phasing” that emphasizes the role that institutional entrepreneurs have played in driving institutional evolution via structural opportunities and historical contingencies.

I’m sorry, I’d really like to oblige but I cannot subject my precious paper to the brutal textual reductionism that is abstractisation. Aren’t abstracts most interesting for all they don’t say? Isn’t an abstract merely a textual device of indexicality, shouting and pointing “here is a paper” just like the disingenuous “last petrol before motorway” signs one learns never to believe because they really meant “last petrol before motorway” (not counting the other six petrol stations after this one). All you need to know, fellow marketing academics, is that you simply must read this commentary because, hey, you’re in it.

This paper aims to explore the early days of business education with the aim of understanding how the Harvard Business School (HBS) contributed to the constitution of “management” as a science-based profession. The research focuses on HBS signature pedagogy, the case method and its role in the institutionalization of managerial knowledge.

The research is based on a qualitative content analysis of HBS Annals published between 1908 and 1930. Through a manual coding of the Annals, the paper traces the diffusion of the case method in the curriculum and connects it with the institutional transformations that took place between 1908 and 1930.

The data show how HBS curriculum transitioned from lectures to case teaching in the aftermath of First World War. This pedagogy allowed HBS to demonstrate the possibility of systematically investigate management problems and to deliver business education at scale. The discussion argues that the case method, acting as a boundary object between business praxis and management theories, constituted management as a science-based profession.

Recent debates have emerged about case method’s ability to critically question socio-economic structures within which business is conducted. This paper contributes to the debate arguing that the historical and institutional factors leading to the affirmation of this pedagogical approach had a substantive role in the type of knowledge produced through its application. The findings challenge the idea that the affirmation of the case method is attributable to its epistemological primacy in investigating business problems.

Markus Becker and Thorbjørn Knudsen have rendered a valuable service by bringing the attention of the English-speaking academic world to Joseph Schumpeter’s important 1928 article on the entrepreneur.

The purpose of this paper arose out of a Public Mental Health Network meeting in September 2015 and a suggestion then by the editor of the British Journal of Psychiatry. The British Journal of Psychiatry had just published an editorial by the chief medical officer for England that challenged the current concept of wellbeing, within health policy.

The analysis is structured around three key elements of the chief medical officer’s challenge to the concept of “wellbeing”: has wellbeing been scientifically defined? Does improving wellbeing prevent mental illness? Is there any robust, peer-reviewed evidence to support a wellbeing “approach” to mental health?

Wellbeing is definable provided there is recognition that it has multiple dimensions. At least some of these dimensions relate to health, with most published research focused on personal wellbeing.

This policy analysis addresses the three questions above, within the context of mental health improvement and training for public mental health.