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1.
Derek Matthews 《Accounting, Business & Financial History》2002,12(1):113-129
This methodological article discusses the first project in accounting history to use the postal questionnaire as a research tool. The historical context was the changing nature of the company audit in Britain, and this article outlines the process by which the questionnaire was devised, the stages through which the project developed, the data that were collected, and how these were analysed and interpreted. A significant innovation was to sample, in equal proportions, accountants who qualified in each decade from the 1920s and 1930s down to the 1980s, and direct the questioning toward their early training and careers, thereby generating historical trends in the responses. Some of the results of the survey are given here by way of illustrating the weaknesses and strengths/costs and benefits of the technique in comparison with oral history and traditional documentary sources. 相似文献
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Oh Travis Tae Keller Kevin Lane Neslin Scott A. Reibstein David J. Lehmann Donald R. 《Marketing Letters》2020,31(2-3):151-162
Marketing Letters - This article discusses the past, present, and future of brand research. We begin by reviewing three historical eras of branding development in the past: the information,... 相似文献
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Simon Burgess Julia Lane & David Stevens 《Oxford bulletin of economics and statistics》2000,62(S1):885-907
This paper uses a unique US panel dataset of firms and workers toinvestigate the relationship between the firm's lifecycle and the reallocation of labour. We distinguish labour reallocation associated with job reallocation, and reallocation of workers over a fixed configuration of jobs. We find that firms at the beginning and end of their lifecycles contribute disproportionately to labour market lows, with sorting between firms particularly important among young firms, whereas sorting within firms is moreimportant among mature firms. We also find that high churning lows are associated with a lower probability of a young firm surviving. 相似文献
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Paul Lewis Christel Lane John Purcell John Jackson John Storey Mairi Steele 《Industrial Relations Journal》1993,24(2):165-174
Book reviewed in this article: Business Transfers and Employee Rights John McMullen Butterworths Harmonization and Hazard: Regulating Workplace Health and Safety in the European Community Robert Baldwin and Terence Daintith (Eds.) EC Social Policy and 1992: Laws, Cases and Materials Union of Parts: Labor Politics in Postwar Germany Kathleen A. Thelen The Power to Manage? Employers and Industrial Relations in Comparative Historical Context S. Tolliday and J. Zeitlin (Eds.) Trouble on Board: The Plight of International Seafarers Paul K. Chapman (Introduction by Clifford B. Donn) Markets, Firms and the Management of Labour in Modern Britain . Howard Gospel Hard Cheese: A Study of Hotel and Catering Employment in Scotland Ian R. Macaulay and Roy C. Wood Working Miracles: Experiences of Jobs and Childcare Usha Brown and Louise Tait Scottish 相似文献
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Samuel Knafo Sahil Jai Dutta Richard Lane Steffan Wyn-Jones 《New Political Economy》2019,24(2):235-251
Managerialism is often depicted as a key practice of neoliberalism yet relatively little has been written by scholars of neoliberalism about the actual relationship between managerialism and neoliberalism. Usually subsumed under a functional reading of neoliberalism, managerialism has too often been understood simply as a means for neoliberal ends (i.e. to promote market rule or competition). This paper challenges this perspective on the grounds that it conflates practices that stem from two different historical lineages. As we show, managerial governance not only has a very different history than neoliberal theory, but it also rests on different principles. Its development can be traced back to the US defence sector in the 1950s and the pivotal role of the RAND Corporation. On the basis of this historical perspective, we argue for the need to analyse managerialism on its own terms and make the case for considering the rise of managerial science as a paradigmatic shift in governance. In doing so, we show how managerial governance represented a radical rupture from previous management practices and show how it profoundly reshaped how we have come to understand governance. 相似文献