Anna Tilba
Biographic Data
| ID | 5244467 |
|---|---|
| NAME | Anna Tilba |
| GIVEN NAMES | Anna |
| FAMILY NAME | Tilba |
| SIGNATURE | TILBA A |
| AFFILIATIONS | Newcastle University |
| ORCID | 0000-0002-3988-1111 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2016 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 2 |
Business history and the ‘practical turn’
In addressing the urgent need for business historians to think about enhancing their relationships with practitioners, we advocate what we term a 'Practical Turn' (as opposed to a 'historic turn' or a 'narrative turn', as proposed by other scholars). Although not entirely original, this 'Practical Turn' is essential if the discipline is to gain greater credibility, especially in management and business schools where most business historians resid…
Business History
A history of business history
This chapter concerns charting what can only be described as a transformational process, capturing how a specific discipline emerged out of a variety of influences. Interestingly, though, in none of the rapidly growing British business schools did business history feature specifically in either staff recruitment or their programmes, establishing a tradition that persists into the 2020s. Similarly, some social scientists were utilizing business hi…
Business history, international business and strategy scholarship
Perchard et al. have also attempted to develop an effective bridging mechanism between historical research and disciplines such as strategy, international business and entrepreneurship. Kobrak et al. speak only to business history audiences, resulting in what they call the ‘echo chamber effect’ that inhibits a meaningful conversation between the disciplines. The key to a resolution to this ‘echo chamber effect’ is much greater use of history by I…
Business history
This chapter elaborates on why business history has failed to make deeper inroads into the mindsets of practitioners and policymakers and offers some practical ideas on how business historians can engage with the world of policy and practice. Consequently, business history research seems to have failed to make much of an impact in this area. A key strength of business history research stems from its ability to put current issues in proper context…
British corporate networks, 1976–2010
Using an extensive and unique data set that has been created to record the composition of the boards of directors of the top 250 British firms between 1904 and 2010, this article builds upon a previous study by the authors on the corporate network to 1976 by extending the study to 2010. The analysis revolves around three key observations: the nature and depth of the corporate network; the distinct stages in corporate connectivity between 1976 and…
Fiduciary Duty under the Microscope
UK pension fund trustees’ interpretations of their fiduciary duties may shape pension fund approaches to corporate stewardship and engagement envisioned by the UK Stewardship Code. Data from interviews with pension fund trustees, executives, investment intermediaries and pensions experts reveals interpretive pluralism of the concept of fiduciary duty in the area of pension funds. This article develops a model identifying the spectrum of pension f…
The Cadbury Committee
The Committee on Financial Aspects of Corporate Governance, also known as Cadbury Committee, was set up in May 1991 to address the increasingly voiced concerns about the conduct of UK companies and
British corporate networks, 1976–2010
Using an extensive and unique data set that has been created to record the composition of the boards of directors of the top 250 British firms between 1904 and 2010, this article builds upon a previous study by the authors on the corporate network to 1976 by extending the study to 2010. The analysis revolves around three key observations: the nature and depth of the corporate network; the distinct stages in corporate connectivity between 1976 and…
Business history and the ‘practical turn’
In addressing the urgent need for business historians to think about enhancing their relationships with practitioners, we advocate what we term a 'Practical Turn' (as opposed to a 'historic turn' or a 'narrative turn', as proposed by other scholars). Although not entirely original, this 'Practical Turn' is essential if the discipline is to gain greater credibility, especially in management and business schools where most business historians resid…
The Cadbury Committee
The Committee on Financial Aspects of Corporate Governance, also known as Cadbury Committee, was set up in May 1991 to address the increasingly voiced concerns about the conduct of UK companies and
Fiduciary Duty under the Microscope
UK pension fund trustees’ interpretations of their fiduciary duties may shape pension fund approaches to corporate stewardship and engagement envisioned by the UK Stewardship Code. Data from interviews with pension fund trustees, executives, investment intermediaries and pensions experts reveals interpretive pluralism of the concept of fiduciary duty in the area of pension funds. This article develops a model identifying the spectrum of pension f…
British corporate networks, 1976–2010
Using an extensive and unique data set that has been created to record the composition of the boards of directors of the top 250 British firms between 1904 and 2010, this article builds upon a previous study by the authors on the corporate network to 1976 by extending the study to 2010. The analysis revolves around three key observations: the nature and depth of the corporate network; the distinct stages in corporate connectivity between 1976 and…
Business History
A history of business history
This chapter concerns charting what can only be described as a transformational process, capturing how a specific discipline emerged out of a variety of influences. Interestingly, though, in none of the rapidly growing British business schools did business history feature specifically in either staff recruitment or their programmes, establishing a tradition that persists into the 2020s. Similarly, some social scientists were utilizing business hi…
Business history, international business and strategy scholarship
Perchard et al. have also attempted to develop an effective bridging mechanism between historical research and disciplines such as strategy, international business and entrepreneurship. Kobrak et al. speak only to business history audiences, resulting in what they call the ‘echo chamber effect’ that inhibits a meaningful conversation between the disciplines. The key to a resolution to this ‘echo chamber effect’ is much greater use of history by I…
Business history
This chapter elaborates on why business history has failed to make deeper inroads into the mindsets of practitioners and policymakers and offers some practical ideas on how business historians can engage with the world of policy and practice. Consequently, business history research seems to have failed to make much of an impact in this area. A key strength of business history research stems from its ability to put current issues in proper context…
Business history and the ‘practical turn’
In addressing the urgent need for business historians to think about enhancing their relationships with practitioners, we advocate what we term a 'Practical Turn' (as opposed to a 'historic turn' or a 'narrative turn', as proposed by other scholars). Although not entirely original, this 'Practical Turn' is essential if the discipline is to gain greater credibility, especially in management and business schools where most business historians resid…
Business (7 works) · Business history (4 works) · Economics (4 works) · Political science (4 works) · Accounting (3 works) · Accounting (3 works) · African history and culture studies (3 works) · Finance (3 works) · Finance (3 works) · History (3 works)