Interroger l'histoire du management : ce que le Sud nous apprend
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Appel à contribution
Journées d’études internationales
Interroger l’histoire du management : ce que le Sud nous apprend
Les 22 et 23 avril 2020
Université Paris-dauphine
Conférenciers invités : Bill Cooke, University of York et Yannick Lemarchand, Université de Nantes
L’histoire coloniale tout autant que l’histoire de l’esclavage ont été longtemps absentes de
l’histoire du Management et des organisations, cette absence a été largement contestée : d’abord
par de nombreux historiens qui ont montré que les anciennes colonies et/ou les plantations
étaient parmi les premiers sites de l’émergence du capitalisme industriel et l’organisation
industrielle qui vont de pair avec une sophistication croissante des méthodes de gestion (cf.
Marseille, 1984 ; Coquery, 2001 dans le cas de l’empire français ou Tyson & al., 2004,
Fleischmann & al., 2011). Les approches postcoloniales en gestion qui se sont développées fin
des années 90, tout en critiquant l’ethnocentrisme de la littérature managériale occidentale, ont
mis l’accent sur les empreintes de la colonisation aussi bien sur la production intellectuelle et
les pratiques de gestion dans les pays du Nord que dans les coopérations Nord/Sud (Prasad,
2003, 2012 ; Westwood, 2006). Cependant, force est de constater que les travaux en
management abordent rarement, ou seulement de façon périphérique, la question des relations
entre le développement de l’entreprise au XIXe et au XXe siècle et l’expansion des empires
coloniaux (Cornelius & al., 2019 ; Mollan, 2019). De même, les effets de cette histoire sur
l’émergence et l’évolution des entreprises dans les pays du Sud (ex-colonies) sont rarement
évoqués.
La colonisation remonte à la conquête de l’Amérique et la ruée vers l’or, au XVIe siècle et les
nouvelles terres colonisées deviennent un nouvel espace qui permet d’envisager de nouvelles
relations commerciales profitables (Daudin 2004 ; McWatters, 2008). Néanmoins, c’est dans la
deuxième moitié du XIXe siècle que les différences puissances coloniales, alors en plein essor
industriel, se sont partagées le reste du monde. Des nouvelles richesses en sont extraites comme
dans le cas des bagnes coloniaux (Fabre et Labardin, 2019). Cette histoire coloniale a un double
impact : d’abord, elle permet de développer et d’améliorer l’exercice de l’activité de
l’entreprise. A titre d’illustration, la construction de la figure de l’ouvrier docile s’est largement
inspirée de la figure de l’esclave et/ou du colonisé (Ajari, 2016). Le « travail forcé » – tâches
de construction, transport de marchandises, entretien des routes – qui est imposé aux
« indigènes/autochtones » des colonies a nourri considérablement la réflexion autour de
l’organisation « optimale » de l’entreprise (Cooke, 2003). Un autre exemple est celui de
l’influence de l’entreprise coloniale sur les pratiques managériales et les méthodes de gestion
qui se sont sophistiquées au contact des injonctions de rentabilité dans les anciennes colonies
(Fernández-de-Pinedo, Castro & Pretel, 2008 ; Alawattage & Wickramasinghe, 2009 ; Verma,2015 ; Verma & Abdelrehim, 2017). Deuxièmement, et au-delà des différences constatées entre
les différentes puissances coloniales, de cette histoire coloniale émergent des trajectoires
économiques particulières dans les pays du Sud (ex-colonies) marquées par la superposition de
deux structures : une structure de type capitaliste qui prévaut dans le secteur industriel maîtrisé
par les colons d’un côté et une structure caractérisée par des rapports de production traditionnels
qui prévalent classiquement dans le monde de la paysannerie et l’artisanat d’un autre côté. Ainsi,
des rapports sociaux de type capitaliste fondés sur le salariat se sont entremêlés avec des
rapports sociaux précapitalistes régulés par l’appartenance communautaire. Cette histoire
donne naissance à des modèles de management et des prolétariats bien diversifiés (Yousfi,
2014 ; Frenkel & Shenav, 2003 ; Alcadipani & al., 2012 ; Annisette, 1999).
La manière dont l’histoire coloniale interroge l’histoire du management dans les pays du Nord
comme ceux du Sud, telle est la question centrale à laquelle ce workshop souhaite apporter
quelques éléments de réponse.
Le but de ce workshop est d’initier un dialogue entre les différents courants en management
(approches postcoloniales, histoire du management, etc.) et d’autres champs comme l’histoire
économique et sociale coloniale, les cultural studies ou les nouveaux courants de
l’historiographie anglo-américaine (la new imperial history ou la connected history). L’objectif
est d’explorer la manière dont ces différentes perspectives théoriques, qui utilisent des procédés
d’analyse et des méthodes d’investigation variées, nous permettent de renouveler la réflexion
autour de l’effet de la situation coloniale et impériale sur les pratiques de management dans les
pays du Sud et du Nord. Sont encouragées les contributions qui privilégient les analyses qui
s’intéressent aux circulations entre le local, le régional, le national, l’impérial/colonial et le
trans-impérial. L’enjeu est d’interroger les continuités et les ruptures dans les pratiques
managériales inhérentes à « l’entreprise impériale/coloniale » par-delà les différentes formes
de colonisations et décolonisations. Les communications portant sur les thématiques suivantes
seront particulièrement bienvenues :
1. Histoire des entreprises coloniales : Des monographies qui retracent les trajectoires
d’entreprises coloniales dans les pays du Sud de l’époque coloniale jusqu’à
l’indépendance.
2. L’impact de l’exploitation des ressources naturelles et de la main d’œuvre « indigène »
(le travail forcé) sur le développement de l’entreprise moderne.
3. L’impact de l’entreprise coloniale sur les modèles organisationnels précoloniaux. Quels
sont les modèles organisationnels qui sont nés de la rencontre coloniale ?
4. Des analyses comparant les influences des différentes puissances coloniales sur les
pratiques managériales dans les colonies et dans les pays d’origine.
Cette liste est non-exhaustive et compte-tenu du thème du workshop, des communications
pluridisciplinaires - entre sous-disciplines de la gestion ou avec d’autres disciplines (histoire,
économie, anthropologie, sociologie, etc) - seront particulièrement bienvenues.
Dates importantes
➢ Envoi d’un abstract de 1000 mots décrivant la question centrale et le cadre théorique
pour le 15 janvier, 2020.
➢ Réponses aux propositions : le 15 février, 2020.
➢ Envoi du papier final: le 30 mars 2020Merci d’envoyer vos propositions (Anglais/Français) aux trois organisateurs. Comité d’organisation Hèla Yousfi, Maître de conférences, Université Paris-dauphine (hela.yousfi@dauphine.psl.eu) Oussama Ouriemmi, Associate Professor, ISG, Paris (oussama.ouriemmi@isg.fr) Pierre Labardin, Maître de conférences, Université Paris-dauphine (pierre.labardin@dauphine.psl.eu) Comité scientifique Rafael Alcadipani, FGV-Sao Paolo Fahereen Almaghir, Monash Business School of Melbourne Bobby Banerjee, Cass business school, UK Jean-François Chanlat, Université Paris-dauphine Bill Cooke, University of York, UK Sébastien Damart, Université Paris-dauphine Ken Kamoche, Nottingham University, UK Pierre Labardin, Université Paris-dauphine Yannick Lemarchand, Université de Nantes Oussama Ouriemmi, ISG, Paris Eric Pezet, Université Paris-Nanterre Hèla Yousfi, Université Paris-dauphine Wafa Khlif, Toulouse Business school, Barcelone Références Ajari, N. (2014). Race et violence : Frantz Fanon à l’épreuve du postcolonial. Thèse de doctorat en Philosophie. Université Toulouse le Mirail - Toulouse II. Alawattage, C. & Wickramasinghe, D. (2009). Institutionalisation of control and accounting for bonded labour in colonial plantations: A historical analysis. Critical Perspectives on Accounting, Volume 20, Issue 6, September 2009, Pages 701-715. Alcadipani, R., Khan, F. R., Gantman, E., & Nkomo, S. (2012). Southern voices in management and organization knowledge. Organization, 12, 131–143. Annisette, M. (1999). Importing accounting: the case of Trinidad and Tobago. Accounting, Business & Financial History, 9(1), 103-133. Cooke, B. (2003), The Denial of Slavery in Management Studies. Journal of Management Studies, 40: 1895-1918. Coquery-Vidrovitch, C. (2001), Le Congo au temps des grandes compagnies concessionnaires, 1898-1930, Paris, Éditions de l´EHESS.(rééd. de 1972) Cornelius, N., Amujo,O. & Pezet,E. (2019) British ‘Colonial governmentality’: slave, forced and waged worker policies in colonial Nigeria, 1896–1930, Management & Organizational History, 14:1 Daudin, G. (2004). Profitability of Slave and Long-Distance Trading in Context: the case of eighteenth-century France. The Journal of Economic History, 64(1), 144-171.
Fabre A., Labardin P. (2019), Foucault and social and penal historians. The dual role of accounting in the french penal colonies of the nineteenth century., Accounting History Review. Fernández-de-Pinedo, N., Castro, R. & Pretel, D. (2019). Technology transfer networks in the first industrial age: the case of Derosne & Cail and the sugar industry (1818–1871) Business History, Published Online: 18 Jan 2019. Fleischman, R. K., Oldroyd, D., & Tyson, T. N. (2011). Plantation accounting and management practices in the US and the British West Indies at the end of their slavery eras1. The Economic History Review, 64(3), 765-797. Frenkel, M., & Shenhav, Y. (2003). From Americanization to colonization: The diffusion of productivity models revisited. Organization Studies, 24, 1537–1561. Gantman. R, Yousfi. H, Alcadipani. R (2015). Challenging Anglo-Saxon dominance in management and organizational knowledge. Revista de Administraçao de Empresas, 2015, 55 (2) Marseille, J. (1984). Empire colonial et capitalisme français. Histoire d'un divorce, Paris, Albin Michel, collection « L'aventure humaine », 1984, 464 p. Mollan, S. (2019) Imperialism and coloniality in management and organization history, Management & Organizational History, 14:1, 1-9 McWatters, C.S. (2008) Investment returns and la traite négrière: evidence from eighteenth- century France, Accounting, Business & Financial History, 18:2, 161-185 Prasad, A. (Ed.). (2003). Postcolonial theory and organizational analysis: A critical engagement. New York: Palgrave. Prasad, A. (Ed.). (2012). Against the grain: advances in postcolonial organization studies Copenhagen: Copenhagen Business School Press. Tyson, T. N., Fleischman, R. K., & Oldroyd, D. (2004). Theoretical perspectives on accounting for labor on slave plantations of the USA and British West Indies. Accounting, Auditing & Accountability Journal, 17(5), 758-778. Verma, S., Abdelrehim, N (2017). Oil multinationals and governments in post-colonial transitions: Burmah Shell, the Burmah Oil Company and the Indian state 1947–70. Business History, Volume 59, Issue 3. Verma, S. (2015), Political, economic, social and imperial influences on the establishment of the Institute of Cost and Works Accountants in India post independence. Critical Perspectives on Accounting, Volume 31, September, Pages 5-22. Westwood, R. (2006). International business and management studies as an orientalist discourse: A postcolonial critique. Critical perspectives on international business, 2(2), 91-113. Yousfi, H ( 2014). Rethinking Hybridity in Postcolonial Contexts: What Changes and What Persists? The Tunisian case of Poulina’s managers, Organization studies. 35(3), 393–421
Call for Contributions
International workshop
Questioning the History of Management: What we learn from the Global South
April 2020, 22-23
Université Paris-dauphine/PSL
Keynote speakers : Bill Cooke, University of York et Yannick Lemarchand, Université de Nantes
Colonial history and slavery-related history have long been absent from the history of
management and organizations. This absence has been largely contested, first by many
historians who have proven that ancient colonies and/or plantations are among the first sites of
the emergence of industrial capitalism and the industrial organization, which go hand in hand
with the increasing sophistication of management techniques (Marseille, 1984 ; Coquery, 2001;
Tyson &al., 2004, Fleischmann and al., 2011). The postcolonial approaches in management
that have been developed in the late 1990s while criticizing the ethnocentrism of the western
managerial literature, have also revealed the influence of colonization on management practices
and Knowledge in the Global North as well on the challenges of international cooperation with
the Global South (Prasad, 2003, 2012 ; Westwood, 2006). However, it is worth noting that
management literature has rarely or only in a marginal way addressed the question of the
relationship between the establishment of enterprises (companies) in the XIXth and XXth century
and the expansion of colonial empires (Cornelius & al., 2019 ; Mollan, 2019). Moreover, the
effects of that history on the emergence and operation of compagnies in the Global South (ex-
colonies) are under-discussed/seldom triggered.
Colonization dates back to the conquest of America and the gold rush in the XVIth century, and
the newly colonized lands became a new space that allowed, the consideration of new trade
profitable relations (McWatters, 2008). Yet, it is in the second half of the XIXth century that the
various colonial empires, which at that time were at the peak of their industrial rise, shared the
rest of the world by the extraction of its wealth, as was the case for the penal colonies (Fabre et
Labardin, 2019). This colonial history has a double impact. The first impact is development of
and improvement in the tasks of an enterprise’s activities. As an illustration, the construction
of the image of the docile labourer is greatly inspired by the image of the slave and/or the
colonized individual (Ajari, 2016). The “forced labour” – construction tasks, goods
transportation, route maintenance – that was imposed on the "indigenous/autochthon"
individuals of colonies has considerably fed reflection and theories regarding the "optimal"
organization of an enterprise (Cooke, 2003). As another example, colonial enterprises
influenced organisational practices and methods of management that were sophisticated due to
experience with profitability injunctions for ancient colonies. (Fernández-de-Pinedo, Castro
&Pretel, 2008 ; Alawattage&Wickramasinghe, 2009 ; Verma, 2015 ; Verma&Abdelrehim,
2017). Second, beyond observed differences among different colonial powers, particular
economic trajectories marked by an overlay of two structures have emerged from colonialhistory in the Global South (former colonies). On one side is a structure of a capitalist type that
prevails in the industrial sector mastered by the colonizers, whereas on the other side is another
structure characterized by traditional production relations that classically outspreads in the
world of peasantry and craftsmanship. Thus, social relations of a capitalist type established
based on wage labour have intertwined with pre-capitalist social relations regulated by
community belonging. As a result, this history has given life to multiple management models
and a diversified proletariat (Yousfi, 2014; Frenkel&Shenav, 2003; Alcadipani&al., 2012;
Anisette, 1999).
In this way, colonial history questions the history of management in Global North as well as in
the Global South. This is the main question to which this workshop hopes to provide some
answers. The goal of this workshop is to start a dialogue among different schools of thought in
management (such as postcolonial approaches and history of management, among others) and
other fields such as colonial economic and social history, cultural studies and the new currents
of Anglo-American historiography (the new imperial history or connected history). The
purpose is to explore the ways in which these different theoretical perspectives that use various
investigation and analytical methods allow for renewed reflection regarding the impact of the
colonial and imperial situation on management practices in the Global South as well as in the
Global North. Contributions that favour analyses based on circulations among the local,
regional, national, imperial/colonial and trans-imperial domains are encouraged. The challenge
is to investigate continuations and ruptures in management practices inherited from the
“colonial/imperial enterprise” beyond different forms of colonization and decolonization.
Communications about the following themes would be particularly welcome:
5. The history of colonial enterprises: monographs that trace the trajectories of colonial
history in the Global South from colonial times to independence.
6. The impact of the exploitation of natural resources via “forced labour” by an indigenous
workforce on the development of the modern enterprise.
7. The impact of the colonial enterprise on the pre-colonial organizational model. What
organizational models were born from colonial encounters?
8. Analyses comparing the influences of different colonial powers on managerial practices
in colonies and homelands.
This list is non-exhaustive, and submissions that account for the workshop’s theme of
multidisciplinary communications among sub-disciplines of management and/or other
disciplines (history, economy, and anthropology, sociology among others) will be particularly
welcome.
Deadlines
➢ Proposals/abstracts of 1000 words describing fieldwork, research question and
topic area are due for January, 15, 2020.
➢ Decision for acceptance to the workshop should be communicated by the organizers
to the authors latest by 15 February, 2020.
➢ The deadline for full papers submission is 20 March, 2020.
➢ Please send the proposals in the preferred language (English or French) to the three
organizers.Organizing Committee Hèla Yousfi, Associate Professor, University Paris-Dauphine (hela.yousfi@dauphine.psl.eu) Oussama Ouriemmi, Associate Professor, ISG, Paris (oussama.ouriemmi@isg.fr) Pierre Labardin, Associate Professor, University Paris-Dauphine (pierre.labardin@dauphine.fr) Scientific Committee Rafael Alcadipani, FGV-Sao Paolo, Sao Paolo Fahereen Almaghir, Monash Business School of Melbourne Bobby Banerjee, Cass Business school, UK Jean-François Chanlat, University of Paris-Dauphine Bill Cooke, University of York, UK Pierre Labardin, University of Paris-Dauphine Sébastien Damart, University of Paris-Dauphine Ken Kamoche, Nottingham University, UK Wafa Khlif, Toulouse Business school, Barcelone Yannick Lemarchand, University of Nantes Oussama Ouriemmi, ISG, Paris Eric Pezet, University of Paris-Ouest Nanterre La Défense Hèla Yousfi, University of Paris-Dauphine References Ajari, N. (2014). Race et violence : Frantz Fanon à l’épreuve du postcolonial. Thèse de doctorat en Philosophie. Université Toulouse le Mirail - Toulouse II. Alawattage, C. &Wickramasinghe, D. (2009). Institutionalisation of control and accounting for bonded labour in colonial plantations: A historical analysis. Critical Perspectives on Accounting, Volume 20, Issue 6, September 2009, Pages 701-715. Alcadipani, R., Khan, F. R., Gantman, E., & Nkomo, S. (2012). Southern voices in management and organization knowledge. Organization, 12, 131–143. Annisette, M. (1999). Importing accounting: the case of Trinidad and Tobago. Accounting, Business & Financial History, 9(1), 103-133. Cooke, B. (2003), The Denial of Slavery in Management Studies. Journal of Management Studies, 40: 1895-1918. Coquery-Vidrovitch, C. (2001), Le Congo au temps des grandes compagnies concessionnaires, 1898-1930, Paris, Éditions de l´EHESS.(rééd. de 1972) Cornelius, N., Amujo,O. &Pezet,E.(2019)British ‘Colonial governmentality’: slave, forced and waged worker policies in colonial Nigeria, 1896–1930,Management & Organizational History,14:1 Daudin, G. (2004). Profitability of Slave and Long-Distance Trading in Context: the case of eighteenth-century France. The Journal of Economic History, 64(1), 144-171.
Fabre A., Labardin P. (2019), Foucault and social and penal historians. The dual role of accounting in the french penal colonies of the nineteenth century., Accounting History Review. Fleischman, R. K., Oldroyd, D., & Tyson, T. N. (2011). Plantation accounting and management practices in the US and the British West Indies at the end of their slavery eras1. The Economic History Review, 64(3), 765-797. Fernández-de-Pinedo, N., Castro, R. &Pretel, D. (2019). Technology transfer networks in the first industrial age: the case of Derosne&Cail and the sugar industry (1818–1871) Business History, Published Online: 18 Jan 2019. Frenkel, M., &Shenhav, Y. (2003). From Americanization to colonization: The diffusion of productivity models revisited. OrganizationStudies, 24, 1537–1561. Gantman. R, Yousfi. H, Alcadipani. R (2015). Challenging Anglo-Saxon dominance in managementand organizational knowledge. Revista de Administraçao de Empresas, 2015, 55 (2) Marseille, J. (1984). Empire colonial et capitalisme français. Histoire d'un divorce, Paris, Albin Michel, collection « L'aventure humaine », 1984, 464 p. Mollan, S.(2019)Imperialism and coloniality in management and organization history,Management & Organizational History,14:1,1-9 McWatters, C.S. (2008) Investment returns and la traitenégrière: evidence from eighteenth- century France, Accounting, Business & Financial History, 18:2, 161-185 Prasad, A. (Ed.). (2003). Postcolonial theory and organizational analysis: A critical engagement. New York: Palgrave. Prasad, A. (Ed.). (2012). Against the grain: advances in postcolonialorganization studies Copenhagen: Copenhagen Business School Press. Tyson, T. N., Fleischman, R. K., & Oldroyd, D. (2004). Theoretical perspectives on accounting for labor on slave plantations of the USA and British West Indies. Accounting, Auditing & Accountability Journal, 17(5), 758-778. Verma, S., Abdelrehim, N (2017). Oil multinationals and governments in post-colonial transitions: Burmah Shell, the Burmah Oil Company and the Indian state 1947–70. Business History, Volume 59, Issue 3. Westwood, R. (2006). International business and management studiesas an orientalist discourse: A postcolonial critique. Critical perspectiveson international business, 2(2), 91-113. Verma, S. (2015), Political, economic, social and imperial influences on the establishment of the Institute of Cost and Works Accountants in India post independence. Critical Perspectives on Accounting, Volume 31, September, Pages 5-22. Yousfi, H ( 2014). Rethinking Hybridity in PostcolonialContexts: What Changes and What Persists? The Tunisian case of Poulina’s managers, Organization studies.35(3), 393–421.
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