Business success and the architectural practice of Sir George Gilbert Scott, c.1845–1878

A study in hard work, sound management and networks of trust

Bibliographic Data

ID9782116
AuthorsSam Mckinstry (University of the West of Scotland, corresponding author), Ying Ding (0000-0003-2567-2009, University of the West of Scotland), Ying Yong Ding (0000-0003-1355-6959, University of the West of Scotland)
Year2017
Volume59
Issue6
Pages928-950
Publication date2017-08-18
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueBusiness History (JOURNAL)
Journal identifiersISSN: 0007-6791 • E-ISSN: 1743-7938
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.1080/00076791.2017.1288216
OpenAlexW2594540948
LanguageEN
Citations received2
References cited14

The study which follows explores the management of Sir George Gilbert Scott’s architectural practice, which was responsible for the very large output of over 1000 works across the Victorian period. The Scott practice has been seen by some as a predecessor of the modern, large-scale architectural office. Employing insights from Max Weber’s Protestant Ethic (PE), the article examines Scott’s motivation as an architect, the nature of his leadership and the detailed structuring and management of his office and of architectural projects. This is followed by a short case study relating to Scott’s rebuilding of Glasgow University from 1865–1870. Finally, there are some reflections on the article’s implications for further historical studies of businessmen and businesses from different periods through the lens of Weber’s PE

Art history · Business · Business history · Business practice · Economics · George (robot · Management · Political science · Sociology · Sound (geography · Work (physics · Architecture, Design, and Social History · Engineering · Historical Architecture and Urbanism · History · Law · Scottish History and National Identity

Tools

Open DOISci-Hub