Search results

Purpose – This chapter explores various approaches to historical methods as they relate to sport and physical culture research.

Design/methodology/approach – The chapter discusses various paradigmatic approaches to historical methods (reconstructionist, constructionist and deconstructionist) and takes up current debates related to archives, newspapers, photographs and oral history as they relate to the method. Drawing on these discussions, I outline various approaches to designing a sport and physical culture project using historical methods, focusing on my work on women's industrial sport in the 1920s and early 1930s.

Findings – I discuss how data evolved from the method and how I made choices about the inclusion and exclusion of materials. The chapter concludes that historical methods are tedious, complex and messy but also exciting and insightful ways to do research. I also conclude by encouraging the researcher to be reflexive and aware of one's ‘positionality’ as a researcher and embrace the historical process.

Originality/value – The chapter is original work. It is not so much a prescriptive ‘how-to’ guide for historical research, but it works to take up current debates in historical methods. It also endeavours to engage students and scholars alike as they consider their research projects and the potential value of historical methods.

In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?” Our tests ask whether brains can manage without bodies and without extracranial resources, whether they can manage in social isolation, and whether brains are the ultimate controllers of emotional and cognitive aspects of organizational behavior. Our analysis shows that, to accomplish work-related tasks in organizations, the brain relies on and closely interfaces with the body, interpersonal and social dynamics, and cognitive and emotional processes that are distributed across persons and artifacts. The results of this “thought experiment” suggest that the brain is more appropriately conceived as a regulatory organ that integrates top-down (i.e., social, artifactual and environmental) and bottom-up (i.e., neural) influences on organizational behavior, rather than the sole cause of that behavior. Drawing on a socially situated perspective, our analysis develops a framework that connects brain, body and mind to social, cultural, and environmental forces, as significant components of complex emotional and cognitive organizational systems. We discuss the implications for the emerging field of organizational cognitive neuroscience and for conceptualizing the interaction between the brain, cognition and emotion in organizations.

This chapter adopts a reflective approach exploring and setting out the contrasting factors that led to the establishment of the subdiscipline in both countries. The factors included the role of key individuals and their respective academic backgrounds and specialisations within each country’s higher education system. Furthermore, attention is given to the particular circumstances in a case analysis comparison of the oldest programs in Aotearoa/New Zealand and Australia. This sheds light upon the factors linked to the disproportionate success profile for the sociology of sport in Aotearoa/New Zealand. An analysis of scholars and programs within each country reveals important differences aligned with the politics of funding and the variety and extent of systematic structures. Additionally, scholars’ specialisations and preferences reveal a broad offering but are primarily linked to globalisation, gender relations, indigeneity and race relations, social policy, and media studies. This work has been undertaken variously via the critical tradition including Birmingham School cultural studies, ethnographic and qualitative approaches and, more recently by some, a postmodern poststructuralist trend. Lastly, along with a brief discussion of current issues, future challenges are set out.