Many of those interested in the effect of industry on contemporary life are also interested in Frederick W. Taylor and his work. He was a true character, the stuff of legends, enormously influential and quintessentially American, an award-winning sportsman and mechanical tinkerer as well as a moralizing rationalist and early scientist. But he was also intensely modem, one of the long line of American social reformers exploiting the freedom to present an idiosyncratic version of American democracy, in this case one that began in the industrial workplace. Such as wide net captures an amazing range of critics and questioners as well as supporters. So much is puzzling, ambiguous, unexplained and even secret about Taylor's life that there will be plenty of scope for re-examination, re-interpretation and disagreement for years to come. But there is a surge of fresh interest and new analyses have appeared in recent years (e. g. Wrege, C. & R. Greenwood, 1991 "F. W. Taylor: The father of scientific management," Business One Irwin, Homewood IL; Nelson, D. (Ed. ) 1992 "The mental revolution: Scientific management since Taylor," Ohio State University Press, Columbus OH). We know other books are under way. As is customary, we offer this additional volume respectfully to our academic and managerial colleagues, from whatever point of view they approach scientific management, in the hope that it will provoke fresh thought and discussion. But we have a more aggressive agenda.

Many of those interested in the effect of industry on contemporary life are also interested in Frederick W. Taylor and his work. He was a true character, the stuff of legends, enormously influential and quintessentially American, an award-winning sportsman and mechanical tinkerer as well as a moralizing rationalist and early scientist. But he was also intensely modem, one of the long line of American social reformers exploiting the freedom to present an idiosyncratic version of American democracy, in this case one that began in the industrial workplace. Such as wide net captures an amazing range of critics and questioners as well as supporters. So much is puzzling, ambiguous, unexplained and even secret about Taylor's life that there will be plenty of scope for re-examination, re-interpretation and disagreement for years to come. But there is a surge of fresh interest and new analyses have appeared in recent years (e. g. Wrege, C. & R. Greenwood, 1991 "F. W. Taylor: The father of scientific management," Business One Irwin, Homewood IL; Nelson, D. (Ed. ) 1992 "The mental revolution: Scientific management since Taylor," Ohio State University Press, Columbus OH). We know other books are under way. As is customary, we offer this additional volume respectfully to our academic and managerial colleagues, from whatever point of view they approach scientific management, in the hope that it will provoke fresh thought and discussion. But we have a more aggressive agenda.

Macroeconomic research on human capital - the stock of human capabilities and knowledge - has been extensively published but to date the literature has lacked a comprehensive analysis of human capital within the organization. The Oxford Handbook of Human Capital has been designed to fill that gap, providing an authoritative, inter-disciplinary, and up to date survey of relevant concepts, research areas, and applications. Specially commissioned contributions from over 40 authors reveal the importance of human capital for contemporary organizations, exploring its conceptual underpinnings, relevance to theories of the firm, implications for organizational effectiveness, interdependencies with other resources, and role in the future economy. Unlike neoclassical macroeconomic concepts of human capital, human capital in organizations is shown to be dynamic and heterogeneous, requiring new theories and management frameworks. The systemic role of human capital is explored, revealing it as the lynchpin of social, structural and other forms of intangible and tangible capital. Connections between human capital and organizational performance are investigated from HR management, procurement, alignment, value appropriation, and accounting perspectives. Links between micro and macro perspectives are provided through analyses of inter firm human capital mobility, national and regional human capital formation regimes and industry employment relations practices.
This Handbook is designed for scholars and graduate students of organization and management theory, strategy, entrepreneurship, knowledge and intellectual capital, accounting, IT, HR, IR, economic sociology and cultural studies. For policy makers and practitioners it should provide an up to date guide to the nature and role of human capital in contemporary organizations and the roles that government, industry and other extra firm institutions can play in facilitating its development.

"Confronting Managerialism "offers a scathing critique of the crippling influence of neoclassical economics and modern finance on business school teaching and management practice. Locke and Spender show how business managers who were once well-regarded as custodians of the economic engines vital to our growth and social progress now seem closer to the rapacious "robber barons" of the 1880s. In effect, responsible management has given way to "managerialism," whereby an elite caste of businessmen disconnected from any ethical considerations now call the shots, sending the lives of rest of us "out of balance." The book traces the loss of managers' earlier social concerns, amply encouraged by management education's transformation since the 1960s, especially in the US. It also questions not only the social ethics of the US management caste, but its management efficacy compared to systems of management that are highly employee participative and dependent, such as in Germany and Japan. Today's attempts to "bolt on" ethics and social responsibility courses, the authors argue, are mere window-dressing, a public relations move that cannot get to the heart of the matter. Only fundamental reforms in civil society and business schools can really make a difference. A unique, topical, and controversial look at a subject that impacts us all.

"Confronting Managerialism "offers a scathing critique of the crippling influence of neoclassical economics and modern finance on business school teaching and management practice. Locke and Spender show how business managers who were once well-regarded as custodians of the economic engines vital to our growth and social progress now seem closer to the rapacious "robber barons" of the 1880s. In effect, responsible management has given way to "managerialism," whereby an elite caste of businessmen disconnected from any ethical considerations now call the shots, sending the lives of rest of us "out of balance." The book traces the loss of managers' earlier social concerns, amply encouraged by management education's transformation since the 1960s, especially in the US. It also questions not only the social ethics of the US management caste, but its management efficacy compared to systems of management that are highly employee participative and dependent, such as in Germany and Japan. Today's attempts to "bolt on" ethics and social responsibility courses, the authors argue, are mere window-dressing, a public relations move that cannot get to the heart of the matter. Only fundamental reforms in civil society and business schools can really make a difference. A unique, topical, and controversial look at a subject that impacts us all.

Managerial and Organizational Cognition is an exploration of the latest developments in the burgeoning field of managerial and organizational cognition. From different disciplinary perspectives and diverse empirical settings, the contributors study patterns of managerial cognition. The resulting data provides rich insights into the processes and outcomes of managerial and organizational cognition. In particular the longitudinal approach reflected in the volume contributes to its impact as a grounded, practice-based analysis of cognition in organizations. Advanced students of management will be attracted to the incorporation in one cohesive volume of new theoryùempirical chapters that not only extend theoryùbut contribute to organizational outcomes and comparative methodology.

Most organizations fail to take full advantage of their employees' knowledge, initiative, and imagination. In this accessible and practical book, J.-C. Spender and Bruce Strong provide a guide for building entrepreneurial workforces through carefully designed conversations between management and employees. These 'strategic conversations' make employees partners in the strategy development process, engaging them to help shape the organization's future. The result is transformational: instead of strategy being a dry, periodic planning exercise for the few, it becomes a dynamic and continuous act of co-creation enriched by the many. Case studies illustrate how leading organizations have used strategic conversations to build sustained competitive advantage, create innovative business models, make better decisions under uncertainty, reduce the need for change management, and enhance employee engagement. The book will appeal to managers, entrepreneurs of all stripes, and teachers and students in schools of business and public administration.