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DAVID HERBERT (1830–99), classical tutor, journalist and aficionado of eighteenth‐century literature and history, was born on 15 April 1830 in Glasgow, at the home of his parents on Castle Street. He spent his early life in Glasgow where his father, James Herbert, worked in a shop.

The purpose of this paper is to trace the impact of a major management scholar, Herbert Simon.

A novel approach was employed in identifying the most influential research articles that have made use of Simon's two great management works, Administrative Behavior and Organizations (with James March). The list allowed the close analysis of the nature of the influence wielded by Herbert Simon on management scholarship. The process of analysis was guided by a targeted search. Google Scholar allowed the compilation of a list of top‐cited research articles that made use of the two books. The 25 most‐cited articles associated with each were then categorized by their subject matter and examined for the impact of Simon's research.

As measured by citations, Herbert Simon's influence on management scholarship has been immense. Administrative Behavior and Organizations have incurred huge numbers of citations, more than 7,000 each. Moreover, not one of the 50 papers populating the two lists has generated fewer than 1,000 citations. Both works contributed heavily to research on theories of the firm, organizational learning and knowledge, and on organizational coordination and decision‐making, among other topics.

An emerging research tool, Google Scholar, was engaged, allowing an empirically based analysis of Herbert Simon's contribution to management scholarship. The results mark, with unusual clarity, the direction and nature of Simon's enormous influence.

This paper aims to examine the role of James March and his actor-network in the development of a functionalist paradigm of organization theory (OT). Recognizing the important contribution of March to the development of the field of OT, the authors set out to understand the role that he played in establishing the oft-quoted development of founding a behavioral facet of the functionalist paradigm of management theory.

The authors draw on ANTi-History to study some of the key factors that contributed to the challenges associated with the creation of a functionalist paradigm of OT. ANTi-History is an amodernist method drawing attention to how history is produced, differing from a modernist method for identifying the single-most truth of a series of past events and from a postmodernist method for revealing the relativity of accounts of the past. To that end, the method of ANTi-History is to explore the intersections of a series of human (e.g. scholars), non-human (e.g. a textbook) and non-corporeal (e.g. paradigms) actors to assess their role in producing a version of the past (e.g. a unified field of OT).

The authors reveal how the history, producing the paradigmatic idea of OT as a supposed field of inquiry, is not an account of an actual field of inquiry as much as it is the outcome of the shared and conflicted worldviews of multiple actors.

The unique and original contribution is in the tracking over time of the relationship between a known and important actor James March and the formation of a specific paradigm of OT. In particular, the authors focus on the factors and activities that formed or failed to form OT at points in time and James March’s role in this. In the process, the authors set out to learn not simply what James March achieved but how he achieved it.

While the history of modern ideas in business education in general, and organization theory and organizational economics in particular, has several different intellectual roots, two books in particular were influential in initiating the field that is now broadly recognized as behavioral theories of organizations: A Behavioral Theory of the Firm, written by Richard Cyert and James G. March; and Organizations, written by Herbert Simon and James March. These two books set the stage for several subsequent developments in organization and management theory including research in learning, strategic management, and organizational routines. The behavioral view of the firm was also important to modern developments such as evolutionary theory and transaction cost economics. This paper examines part of this history and development, focusing in particular on the contributions of March.

The management of children′s literature is a search for value and suitability. Effective policies in library and educational work are based firmly on knowledge of materials, and on the bibliographical and critical frame within which the materials appear and might best be selected. Boundaries, like those between quality and popular books, and between children′s and adult materials, present important challenges for selection, and implicit in this process are professional acumen and judgement. Yet also there are attitudes and systems of values, which can powerfully influence selection on grounds of morality and good taste. To guard against undue subjectivity, the knowledge frame should acknowledge the relevance of social and experiential context for all reading materials, how readers think as well as how they read, and what explicit and implicit agendas the authors have. The good professional takes all these factors on board.

A reinvigorated social theory based on the social philosophy of John Dewey, George Herbert Mead, William James, and others has begun to make significant contributions to the study of human societies. The so-called “Pragmatic Turn” in philosophy and social theory, associated especially with Richard Rorty and Hans Joas, has drawn our attention to the role of habit and creativity in social action. This chapter reviews some of these trends, but argues that the modern revival of neopragmatism sidesteps many of the core insights of the classical pragmatists. Relating the issue to Michael Burawoy's call for “public sociology,” and drawing on the pragmatism of C. Wright Mills, a critical public pragmatism would seek to provide the preconditions for democracy via the cultivation of a public that valued what Dewey called “creative intelligence,” and what Mills called “the sociological imagination.”

Three themes dominate Hunting Causes. The first is that cause is a plural concept. The methods and metaphysics of causation, Cartwright believes, are context dependent. Different causal accounts seem to be at odds with one another only because the same word means different things in different contexts. Every formal approach to causality uses a conceptual framework that is “thinner” than causal reality. She lists a bewildering variety of approaches to causation: probabilistic and Bayes-net accounts (of, for example, Patrick Suppes, Clive Granger, Wolfgang Spohn, Judea Pearl, and Clark Glymour), modularity accounts (Pearl, James Woodward, and Stephen LeRoy), invariance accounts (Woodward, David Hendry, and Kevin Hoover), natural experiments (Herbert Simon, James Hamilton, and Cartwright), causal process accounts (Wesley Salmon and Philip Dowe), efficacy accounts (Hoover), counterfactual accounts (David Lewis, Hendry, Paul Holland, and Donald Rubin), manipulationist accounts (Peter Menzies and Huw Price), and others. The lists of advocates of various accounts overlap. Nevertheless, she sometimes treats these accounts as if they were so different that it is not clear why they should be the subject of a single book. And she fails to explain what they have in common. If, as she apparently believes, they do not have a common essence, do they have a Wittgensteinian family resemblance? She fails to explore in any systematic way the complementarities among the different approaches – for example, between invariance accounts, Bayes-nets, and natural experiments – that frequently make their advocates allies rather than opponents.

I have been asked by Professor Lonnie Athens to shed light upon those parts of my academic career that may be of interest to sociologists working within the tradition of symbolic interactionism. With this in mind, the present essay offers an account of how I became a scholar whose main focus has for many years been the philosophy and social psychology of George Herbert Mead (1863–1931).

Under this title an interesting article by Thurman B. Rice, M.D., was published in the July issue of the Monthly Bulletin of the Indiana State Board of Health. Dr. Rice tells us that it is customary in the U.S.A. for the Boards of Health to require certificates of health from all food handlers, and that a conscientious examiner would even refuse to issue a certificate if the applicant had eczematous hands or open sores on the hands or face. This seems a most excellent precaution and one which might well be studied with due consideration in this country. Unfortunately, certain unscrupulous physicians apparently overcome the inconvenience of giving a thorough examination, and cases are known where 140 blanks, certifying that as many persons were free from all transmissible disease, were signed in two hours—and also where pads of blanks have been signed and the names filled in later by the restaurant manager as employees began to work. After referring to the care and cleanliness required in the preparation of the food itself, Dr. Rice points out that, should a case of food poisoning occur, the health authorities should be informed immediately and all suspected foods should be interned and kept in a condition which will guarantee as little change as possible—usually refrigeration at a very low temperature. The layman, on hearing of a case of food poisoning, is very prone to suspect those articles of food consumed at the last previous meal—while the significant article may have been eaten a day, or more, before—or, in the case of typhoid fever, two weeks before. Dr. Rice continues by telling us that we should always remain in the most jovial of moods at the dining table, and that causes for anger, fear, disgust, or any other unpleasant major emotion should be avoided. Also complaining, nagging criticism and sarcastic remarks at the table are most injurious to the flow of the gastric juice. We refrain from comment upon the effect of the restaurant orchestra, which has at times, we feel sure, been the cause of much “ criticism and sarcastic remarks ”; also the most careful and jovial diner (even after reading Dr. Rice's article) surely cannot fail to stimulate a little “anger” at the waiter who served the latecomers at the adjoining table before his good self? As a means of preventing epidemics from food sources, Dr. Rice recommends cleanliness, character, intelligence and good health in the workers; adequate equipment, alertness and supervision from the management; and the practice of the principles of the modern science and art of epidemiology in the board of health.