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Stephen Cummings and Todd Bridgman

Adam Smith is often listed as a pioneer in management history in management textbooks. However, his treatment is generally limited to a few sentences about a pin factory and how his ‘classic economics treatise’ promoted the division of labour, which then required a gradual continuity of increasing control of workers that would be administered by a growing class of professional managers. But looking again at Smith reveals a very different view of the role he could have played in conceptualizing management. Smith’s intellectual innovations were not the promotion of laissez faire economics and the division of labour, but the view that slavery and other forms of repression were wrong: ethically, fundamentally, but also economically. Taking this as a foundation enables us to look again at the historical relationship between management and slavery and to see a break, or discontinuity, between them, rather than continuity of approach and a subsequent silence and denial of the relationship.

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Edited by Chris Bilton and Stephen Cummings

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Edited by Chris Bilton and Stephen Cummings

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Chris Bilton and Stephen Cummings

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Chris Bilton and Stephen Cummings

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Chris Bilton and Stephen Cummings

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Chris Bilton and Stephen Cummings

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Chris Bilton and Stephen Cummings

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Edited by Chris Bilton and Stephen Cummings

This Handbook draws on current research and case studies to consider how managers can become more creative across four aspects of their business: innovation, entrepreneurship, leadership and organisation – and does so in an accessible, engaging and user-friendly format.
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Vikki Heywood, Chris Bilton and Stephen Cummings