Cumming
Datos Biográficos
| ID | 20591 |
|---|---|
| NOMBRE | Cumming |
| APELLIDO | Cumming |
| FIRMA | CUMMING |
| AFILIACIONES | Victoria University of Wellington |
| ORCID | 0000-0001-5298-2075 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 10 |
| TOTAL DE CITAS | 44 |
| TOTAL COMO AUTOR | 10 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1996 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2026 |
| ÍNDICE H | 3 |
Why we needed (and still need) new histories of management and organization
Advancing the democratization of work
Amidst growing demands for more democratic forms of organizing, we argue that better understanding the origins of transformational leadership theory offers a way forward. Transformational leadership theory, originally developed by American political scientist James MacGregor Burns in the late 1970s, is the best-known and most influential leadership theory in management studies. Transformational leaders are visionaries who engage with followers’ h…
Unveiling genetic diversity and forensic utility of SureID® human DNA identification kits
Background: Human identification and kinship testing in forensic science rely on Short Tandem Repeat (STR) multiplex kits, typically containing loci recommended by standard sets. However, complementary kits with additional STR loci can be valuable in complex cases. Allele frequency databases specific to the population are essential for accurate forensic analysis. Aim: This study aimed to generate allele frequencies and population genetic data for…
The forgotten ‘immortalizer’
Irving Janis’s concept of ‘groupthink’, the idea that a collective desire for consensus overrides the realistic appraisals of alternatives and leads to poor group decision making, is a staple of social science textbooks. Despite gaining little support in empirical studies, Janis’s eight symptoms of groupthink remains a popular framework. What has been forgotten, however, is that nearly 20 years before Janis’s supposed invention, groupthink was co…
A New History of Management
Existing narratives about how we should organize are built upon, and reinforce, a concept of 'good management' derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. A New History of Management disputes these foundations. By reassessing conventional perspectives on past management theories and providing a new critica…
Strategic Management
This article charts the development of the strategy concept and places the key developments in the evolution of thinking about strategic management in historical context.
Unfreezing change as three steps
Kurt Lewin's 'changing as three steps' (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model's foundational significance. It is sometimes traced (if it is traced at all) to the first article ever publish…
Shifting foundations
Purpose The purpose of this paper is to investigate the limitations of what the field of strategic management sees as its military foundations. Design/methodology/approach Categorizes and synthesizes the critical historical approach of Michel Foucault and uses this to interrogate assumptions made about military approaches to strategy in the strategic management literature. Findings Suggests that there is a much broader range of military approache…
Marginalization and Recovery
The past decade has witnessed a number of interesting shifts in the way people think about organizations. One of the most curious is the way in which much of the 'new thinking' is antithetical to mechanistic and rationalistic theories that have historically dominated organization and management studies. This paper investigates this shift, and argues that this new antithetical thinking can be interpreted as the re-surfacing, or recovery, of certai…
Back to the Oracle
Post-modernism, a term increasingly utilized in organization theory, has recently been divided into two `types'—epistemological postmodernism and the periodization post-modernism (distinguished by its hyphen). Both modes have, in different ways, been marginalized. While the case against epistemological postmodernism is not dwelt on, the claim that a `softer' version of post-modernism as periodization is nothing new and therefore insignificant is …
Unfreezing change as three steps
Kurt Lewin's 'changing as three steps' (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model's foundational significance. It is sometimes traced (if it is traced at all) to the first article ever publish…
Marginalization and Recovery
The past decade has witnessed a number of interesting shifts in the way people think about organizations. One of the most curious is the way in which much of the 'new thinking' is antithetical to mechanistic and rationalistic theories that have historically dominated organization and management studies. This paper investigates this shift, and argues that this new antithetical thinking can be interpreted as the re-surfacing, or recovery, of certai…
Advancing the democratization of work
Amidst growing demands for more democratic forms of organizing, we argue that better understanding the origins of transformational leadership theory offers a way forward. Transformational leadership theory, originally developed by American political scientist James MacGregor Burns in the late 1970s, is the best-known and most influential leadership theory in management studies. Transformational leaders are visionaries who engage with followers’ h…
The forgotten ‘immortalizer’
Irving Janis’s concept of ‘groupthink’, the idea that a collective desire for consensus overrides the realistic appraisals of alternatives and leads to poor group decision making, is a staple of social science textbooks. Despite gaining little support in empirical studies, Janis’s eight symptoms of groupthink remains a popular framework. What has been forgotten, however, is that nearly 20 years before Janis’s supposed invention, groupthink was co…
Back to the Oracle
Post-modernism, a term increasingly utilized in organization theory, has recently been divided into two `types'—epistemological postmodernism and the periodization post-modernism (distinguished by its hyphen). Both modes have, in different ways, been marginalized. While the case against epistemological postmodernism is not dwelt on, the claim that a `softer' version of post-modernism as periodization is nothing new and therefore insignificant is …
Marginalization and Recovery
The past decade has witnessed a number of interesting shifts in the way people think about organizations. One of the most curious is the way in which much of the 'new thinking' is antithetical to mechanistic and rationalistic theories that have historically dominated organization and management studies. This paper investigates this shift, and argues that this new antithetical thinking can be interpreted as the re-surfacing, or recovery, of certai…
Shifting foundations
Purpose The purpose of this paper is to investigate the limitations of what the field of strategic management sees as its military foundations. Design/methodology/approach Categorizes and synthesizes the critical historical approach of Michel Foucault and uses this to interrogate assumptions made about military approaches to strategy in the strategic management literature. Findings Suggests that there is a much broader range of military approache…
Strategic Management
This article charts the development of the strategy concept and places the key developments in the evolution of thinking about strategic management in historical context.
Unfreezing change as three steps
Kurt Lewin's 'changing as three steps' (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model's foundational significance. It is sometimes traced (if it is traced at all) to the first article ever publish…
A New History of Management
Existing narratives about how we should organize are built upon, and reinforce, a concept of 'good management' derived from what is assumed to be a fundamental need to increase efficiency. But this assumption is based on a presentist, monocultural, and generally limited view of management's past. A New History of Management disputes these foundations. By reassessing conventional perspectives on past management theories and providing a new critica…
The forgotten ‘immortalizer’
Irving Janis’s concept of ‘groupthink’, the idea that a collective desire for consensus overrides the realistic appraisals of alternatives and leads to poor group decision making, is a staple of social science textbooks. Despite gaining little support in empirical studies, Janis’s eight symptoms of groupthink remains a popular framework. What has been forgotten, however, is that nearly 20 years before Janis’s supposed invention, groupthink was co…
Unveiling genetic diversity and forensic utility of SureID® human DNA identification kits
Background: Human identification and kinship testing in forensic science rely on Short Tandem Repeat (STR) multiplex kits, typically containing loci recommended by standard sets. However, complementary kits with additional STR loci can be valuable in complex cases. Allele frequency databases specific to the population are essential for accurate forensic analysis. Aim: This study aimed to generate allele frequencies and population genetic data for…
Advancing the democratization of work
Amidst growing demands for more democratic forms of organizing, we argue that better understanding the origins of transformational leadership theory offers a way forward. Transformational leadership theory, originally developed by American political scientist James MacGregor Burns in the late 1970s, is the best-known and most influential leadership theory in management studies. Transformational leaders are visionaries who engage with followers’ h…
Why we needed (and still need) new histories of management and organization
Management and Organizational Studies (8 obras) · Epistemology (5 obras) · Management Theory and Practice (5 obras) · Sociology (5 obras) · Foundation (evidence (3 obras) · Philosophy (3 obras) · Complex Systems and Decision Making (2 obras) · Computer Science (2 obras) · Economics (2 obras) · Engineering (2 obras)