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The purpose of this paper is to develop a 5As framework for entrepreneurial nudge public leadership for health and wellness promotion based on two exemplary cases in Mississippi.

The authors use a “case within a case” study design to develop the 5As public influence framework for entrepreneurial public leadership.

Based on the investigated cases of healthcare and wellness promotion in Hernando and Charleston, Mississippi, the authors developed the 5As framework for wellness promotion dimensions of awareness, assistance, alignment, association, and assessment. This framework is applicable to the lived experiences of community members, leaders, healthcare providers, and government.

The study results provide a compelling insight into early-stage formation of entrepreneurial public leadership. However, the study results lack generalizability due to the case study approach used.

This study can assist entrepreneurial public leaders and policy-makers align their strategic wellness goals, initiatives, and policies that motivate community members to seek and receive supporting services.

Developing an original framework for wellness promotion useful to both healthcare practitioners and public leaders, this study contributes to the extant literature on public health leadership and proposes mechanisms for addressing community wellness needs. The framework is designed to address public health concerns by integrating public leadership strategies aimed at linking with existing community wellness and healthcare services.

This paper aims to find common ground between the supposed incompatible meta-historical positioning of positivism and post-positivism through a turn to mnemohistory in management and organizational history.

Drawing on the idea of creative synthesis and positioning theory, the authors interject concepts from cultural memory studies in historical research on business and organizations to encourage management historians and organization theorists interested in joining the dialogue around how the past is known in the present. Using notions of “aftermath” and “events,” the idea of apositivism is written into historical organization studies to focus on understanding the complex ways of how past events translate into history. The critical historic turn event is raised as an exemplar of these ideas.

The overview of the emergence of the controversial historic turn in management and organization studies and the positioning of its adherents and antagonists revealed that there may be some commonality between the fragmented sense of the field. It was revealed that effective history vis-à-vis mnemohistory may hold the potential of a shared scholarly ethic.

The research builds on recent work that has sought to bring together the boundaries of management and organizational history. This paper explains how mnemohistory can offer a common position that is instrumental for theorizing the relationships among the past-infused constructs such as organizational heritage, legacy and identity.

The purpose of this article is to present qualitative research of the past organizational crisis at Mississippi Chemical Corporation that the authors use to theorize a typology of organizational crisis from the leadership perspective.

The authors combined ANTi-microhistory approach and staff ride research design to re-enact the sensemaking of the company’s former crisis leaders and elicit their retrospective oral accounts. A long interview format was used to interview the crisis leaders.

The authors found that the former crisis leaders not only conceptualized organizational crisis conventionally as an event or as a process but also that they engaged in the denial of the crisis to guard the company’s reputation and competed with their claims against the stakeholder claims about the ways how the crisis was to be managed.

Based on the paper’s findings, the authors proposed an original typology of organizational crisis.

This study aims to analyze the exemplary historic case of Ms Viola Turner – an African-American insurance executive in the early 1900s to gain insights into how individuals negotiate the tension between intersecting identities and moral foundational values over time.

This study uses a mixed research design and a genealogical-pragmatic approach to analyze this exemplary case. This study uses computer-aided textual analysis software to analyze interviews conducted with Ms Turner, generating quantitative insights. This study qualitatively codes the interviews to aid in establishing the behavioral patterns across Ms Turner’s lifespan.

This study found that Ms Turner altered her underlying configurations of moral foundations to better align with her intersecting identities. This study also revealed cross-level interactions of intersecting identities, life stages and social contexts. Individuals manage and cope with power imbalances through these identity-value alignments.

The findings shed light on how intersectional history contributes to understanding the ways in which individuals deal with power relationships embedded in intersecting identities over time.

This study aims to use a theoretical-based case study of two distinct ownership groups of the Jack Daniel’s brand to explore how rhetorical history (i.e. malleability of the past for strategic goals) may evoke and capitalize on different forms of nostalgia. Within, the authors configure four forms of nostalgia (i.e. personal, historical, collective and cultural) from the individual or collective interaction and level of direct experience one has with the past as lived or happened.

This study uses an historical research approach which involved the identification of primary and secondary sources, facility tour, source criticism and triangulation to create themes of rhetorical history infused with nostalgic narratives using compelling evidence through rich description of this fusion.

The findings reveal how nostalgia-driven narratives reflecting different collective longing for the re-creation of an American Paradise Lost used by Jack Daniel (i.e. the man) and later but differently by Brown-Forman. This study uncovers how the company’s inherited past was used rhetorically throughout its history, beginning with the nostalgic story of Jack Daniel and the distillery’s nostalgically choreographed location in Lynchburg, Tennessee. This study delves into this setting to highlight the importance of symbols, details, emotional appeals and communications for collective memory and identity development and to showcase the ways in which they are influenced by different types and forms of nostalgia.

This study adds to a limited number of studies focused on understanding the impact of founders on an organization’s brand and how that is malleable. This study responds to scholarly calls to study the influence of sequenced historical rhetoric on an organization and highlight the relevance of social emotions such as nostalgia for rhetorical history. Finally, the theoretical contribution involves the advancing and construction of a theory typology of nostalgia previously proposed by Havlena and Holak in 1996.

The purpose of this paper is to examine what qualities contributed to the durability of The Evolution of Management Thought (EMT) as a classic that provided scholars a grand narrative of management history for half a century. Specifically, this paper aspires to reveal how the EMT has overcome the boundedness of time over the past 50 years by being both timeless (signaling continuity/permanence) and historical (signaling change/contingency).

The authors analyze both the metaphorical (i.e. universal) and the historical (i.e. particular) meanings that the EMT authors have communicated over eight editions of the classic.

The authors found that Wren and Bedeian have managed to balance temporality and referentiality in the EMT by writing it as the “practical past” of management. The authors also found that the authors ensured the ongoing renewal of their classic by innovating it as an everlasting contemporary text.

This paper provides an original analysis of the EMT explaining why it is a “classic” of management history. The analysis presented in this paper reveals why this timeless work has been a singular touchstone that exemplifies the history of management discipline.

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.

The purpose of this study is to present ANTi-microhistory of social innovation in education within Robert Owen’s communal experiment at New Harmony, Indiana. The authors zoom out in the historical context of social innovation before zooming into the New Harmony case.

The authors used ANTi-microhistory approach to unpack the controversy around social innovation using the five-step procedure recently proposed by Mills et al. (2022), a version of the five-step procedure originally proposed by Tureta et al. (2021).

The authors found that the educational leaders of the New Harmony community preceded proponents of innovation, such as Drucker (1957) and Fairweather (1967), who viewed education as a form of social innovation.

The authors contribute to the history of social innovation in education by exploring the New Harmony community’s education society to uncover the enactment of sustainable social innovation and the origin story of humanistic management education.

This paper aims to examine how team familiarity, as a social resource accumulated through vertical and horizontal exchanges, in teams with undifferentiated member roles may satisfy the functional needs of a fluid team by facilitating operational effectiveness and contributing to its financial performance.

To analyze how vertical and horizontal team familiarity impacts team financial job performance, this paper collected three years of archival data from a moving services firm yielding a final sample of 306 moving jobs. This paper used a cross-sectional design and structural equation modeling to test the impact of vertical and horizontal familiarity on team financial job performance.

This paper found empirical evidence that vertical team familiarity affects horizontal team familiarity among teams with undifferentiated member roles. In addition, the analysis shows that horizontal team familiarity positively impacts financial team job performance. Finally, the results indicate that team leaders are capable of indirectly impacting financial job performance through their discretion to influence horizontal familiarity.

This study contributes to a more comprehensive understanding of the role of team familiarity in the organizational practices of organizing and assembling fluid teams with undifferentiated member roles. In particular, organizations relying on these types of fluid teams need to appoint the right leaders that, familiar to team members, allocate the right mix of member familiarity to increase team coordination and team performance.