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This paper aims to offer a new history of management by tracing a religious dimension of scientific management. The thesis is that the good was foundational for bringing scientific management to success in Taylor’s native Quaker Philadelphia in the 1880s. The paper’s main contribution is to contrast the philosophical origins of Taylor’s ideas in scientific management to his native Quaker roots, and how Taylor, over time, into the 1910s, wrestled with this issue.

The paper is situated in historical interpretivism and subjectivism, leaning on contextual and narrative research on religious morality.

Quaker morality prevented managerial opportunism at Taylor’s Midvale Steel in the 1880s. Conversely, by the 1900s and 1910s, interest conflicts between workers and managers escalated when scientific management moved out of its traditional cultural contexts of Quaker Philadelphia and spread across the USA. The historical implication is, already for Taylor’s time, that scientific management never was the “one-best way” of management.

Future research needs to deepen and broaden research on scientific management when tracing the significance of religion and culture in management thought.

The paper has implications for modern studies of business morality by uncovering the practical relevance of religious business ethics at the outset of management studies.

The historic emergence of scientific management points to a theory of institutional evolution and economic growth, when religiously grounded governance of the firm deinstitutionalized, and institutional economic governance, with different but superior economic advantages, progressed by the 1900s.

The paper suggests an alternative version of the intellectual heritage of management studies by tracing the legacy of Taylor’s Quakerism and how religious and cultural ideas contributed to the formation of science in management.

This paper aims to explore the development of the accountability ideals and practices of Quaker industrialists during the period 1840–1914.

The research employs a case study approach and draws on the extensive archives of Quaker industrialists in the Richardson family networks, British Parliamentary Papers and the Religious Society of Friends together with relevant contemporary and current literature.

Friends shed their position as Enemies of the State and obtained status and accountabilities undifferentiated from those of non-Quakers. The reciprocal influences of an increasingly complex business environment and radical changes in religious beliefs and practices combined to shift accountabilities from the Quaker Meeting House to newly established legal accountability mechanisms. Static Quaker organisation structures and accountability processes were ineffective in a rapidly changing world. Decision-making was susceptible to the domination of the large Richardson family networks in the Newcastle Meeting House. This research found no evidence of Quaker corporate social accountability through action in the Richardson family networks and it questions the validity of this concept. The motivations underlying Quakers’ personal philanthropy and social activism were multiple and complex, extending far beyond accountabilities driven by religious belief.

This research has originality and value as a study of continuity and change in Quaker accountability regimes during a period that encompassed fundamental changes in Quakerism and its orthopraxy, and their business, social and political environments.

The importance of networks has been established in the development of commerce and capitalism, with key concepts reflecting both the dynamic and permeable characteristics of networks. Such attributes are exemplified by religious networks, which have been typically dismissed in terms of economic contribution as being both risk-averse and bounded by ethical barriers imposed by theology. This paper aims to examine the Religious Society of Friends (Quakers) in the long 18th century to evidence the multi-plexity and density of connections and suggest that adherence to the Quaker discipline acted as a trust-based attribute and substituted for repeated iteration.

The archival investigation centres upon an analysis of “The Catalogue of Quaker Writing” and a close re-reading of the seminal text “Quakers in Science and Industry”, an authoritative account of Quaker firms and families in industry and commerce. By identifying multiple possible social network connections in Raistrick’s work, this paper reviewed and analysed The Catalogue of Quaker Writing to examine the presence or absence of these connections in the Quaker network in the long 18th century.

This paper shows how the Quaker network was an unusually dense network that benefited co-religionists by enabling commerce through its unique topography. In a period characterized by the absence of formal institutional mechanisms to regulate behaviour, Quaker discipline acted as a quasi-regulatory mechanism to regulate membership of the network and to govern member moral behaviour.

The Quakers offer an opportunity to examine an early modern network to gain important insights into key aspects of network topography. By using social network analysis, this paper shows how Quakers performed a multiplicity of roles, which encouraged multiple modes of contact between members of the society in a dense network of contexts, which, in turn, provided high levels of connectedness between individuals. This unique range of roles, shared among a relatively small group of individuals, ensured that the degrees of separation between roles were very few; similarly, the plethora of connections resulted in a density, which not only allowed for multiple ways to engage with other individuals but also ensured no individual would become a bottle-neck or indeed a gateway that would prevent access. This unique topography was also highly unusual in that it was permeable to any aspirant member upon acceptance of the discipline – neither poverty nor lack of social status was barriers to membership. This unusual network offered atypical commercial advantages for its members.

The hot breakfast cereal division of Quaker Oats was in serious decline, and the increasing American preference for speed and convenience at breakfast did not bode well for the category. The senior VP overseeing the hot breakfast division has been given an ultimatum by the CEO to turn the company's namesake product line around. She develops a marketing plan, but will it work?

To analyze a mature product category within the context of its competition and consumer trends, and apply several aspects of brand management and marketing strategy to maintain market share in the face of changing consumer preferences and intense competition.

Tells the story of Quaker meeting, drawing on readings and experiences of the author over the past three years. Describes common practices and key features of the Quaker way, including Meeting for Worship, committees and governance, fellowship, and Meeting for Business. Provides a view of Quaker practice and its effects in a secular setting. Argues that renewal in the sense of restoration and refreshment of vigour and human spirit are warranted in today′s society and work settings, and that the Quaker way can provide useful guidance in such an effort. The change strategy developed works from the “person‐out” rather than from the top down or the bottom up.

This paper examines the limitations on monetary profit maximization assumption in Quaker businesses, historically one of England's most successful set of business people. This view challenges the central theoretical assumptions of management and strategic entrepreneurship by demonstrating the influence of religious institutional logic over the profit maximization drive in business.

Using a historical analysis of Quaker religious institutional logic, the authors demonstrate how Quakers’ religious logic of simplicity in lifestyle and equality of all people led, in turn, to actions by Quaker businesses that limited the monetary profit maximizing for their businesses. Such actions are consistent with the Quakers’ belief that linked their business activities to their religious beliefs.

The present analysis shows that English Quakers had specific beliefs, enforced by the group’s willingness to expel members that limited monetary profit maximization among Quaker businesses. Thus, the authors challenge the typical assumptions of business scholars by demonstrating that business entities can succeed economically even when they do not embrace profit maximization as their core element. This paradoxical finding has the potential to significantly expand management and strategic entrepreneurship theory.

The authors discuss how religious logic can replace profit maximization as a foundation for business. This insight enriches not only the understanding of business but also of religious institutional logic. Finally, the authors address the call for greater use of historical analysis in the management literature.

Boards are a central feature in any discussion of corporate governance. Following the adoption of corporate governance principles in the public sector and the non‐profit sector, boards have become a central feature of these entities too. The purpose of this paper is to explore the impact of the adoption of the Charities Act 2006 on the governance structure of the Quakers and on its organisational life.

The paper adopts an ethnographic approach, using a case study of the Quakers to show the effects of the Charities Act 2006 on the governance structure of a religious charity.

It is argued that the Quakers have had to transform a governance structure developed to support their beliefs and practices focussed on socializing forms of accountability to one emphasising individualizing forms of accountability.

This study highlights the lack of debate on the adoption of corporate governance structures to non‐profit entities through a case study. The findings also show that the Charities Act 2006 has an impact on charities beyond financial accountability.

Looks at the recent US court decision in the case of Pepsico v. Redmond. The case centred on the circumstances of Quaker’s hiring of William Redmond, a former Pepsico marketing executive, to co‐ordinate the company’s distribution strategy for its newly‐acquired Snapple product line. At issue in the Redmond case was the unique question of whether or not knowledge of corporate strategy could be considered protectable proprietary information under the American incarnation of trade secret law. To understand the setting for the Redmond case, presents a brief overview of trade secret law in the USA. Then, after an examination of the facts and judicial decision in the Redmond case, concludes with a discussion of the implications of this case for marketing strategic decision making and executive recruitment in the post‐Redmond environment.

The Quaker Oats Company is a major name in the fiercely competitive food and beverage industry. Quaker University was established to help implement organizational change. Outside support was enlisted from Coopers & Lybrand to develop courses to focus on process improvement, change management, project management, benchmarking and team facilitation. Describes the process involved in the development of the courses, and summarises the courses available. Outlines lessons which can be learned from the QU program.

This corporate strategy case shows how PepsiCo stopped worrying about competing with Coca-Cola, figured out what its real business was, and decided how to build its future. Redefining itself as a beverage and snack business, PepsiCo sheds its restaurant business and acquires Quaker and Tropicana. By rethinking the synergistic relationship between the complementary, combined strengths of the merged companies, it strategizes to develop innovative products that will compete in a changing demographic, cultural, and geographical world. Will this strategy work in an increasingly competitive environment?