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Provides an summary of the workshop and discussions held by Management Decision at the 2005 Academy of Management annual conference.

Reports on the discussions that took place amongst the four work groups on the following subjects: qualitative versus quantitative methodologies, encouraging research from developing nations and practitioner authors, the value of history in management and how publishers can solve the main headaches for researchers.

Journal and institutional rankings are playing an increasingly important part in academic life. This has both positive and negative implications.

Provides information about issues that are important to the scholarly community and encourages authors, readers and anyone else involved in research to contribute their thoughts and opinions.

Stefan Jacoby has been President and Chief Executive Officer of Mitsubishi Europe since October 2001 when he joined the company to initiate and manage its turnaround in Europe. Before joining Mitsubishi Motors Europe Mr. Jacoby had a 16‐year career with VW Group. His last assignment within the VW Group was as Vice‐president for the Asia‐Pacific region in 1997, and was in charge of sales, marketing, finance and production and achieved considerable development in the region by increasing sales volume by 10 percent per year. In this interview Mr. Jacoby talks about the difficulties he initially faced at Mitsubishi and the strategies he employed to bring people on board and ultimately turn the business around.

This paper aims to reflect on some aspects of pedagogy in management history, using Boyer's model of scholarship as a framework for consideration.

Drawing on Boyer's model of scholarship, this paper considers how one might apply the notion of the “scholarship of representation” to one's teaching efforts in management history.

Satisfied that one's conceptions of the past are developed in ways that, as far as possible, make them useful in creating one's future, one then needs to represent those conceptions in a meaningful way. This paper considers some of the issues of which those seeking to represent those conceptions must be cognisant.

Learning from the lessons of management history depends, at least in part, on the quality of the scholarship of representation, which should be a combination of transmission and transformation.