British banks and their Aesop's fables: organizational memories of the governance and management of financial crisis

[thumbnail of Aesops Fables final.pdf]
Preview
Text - Accepted Version
· Please see our End User Agreement before downloading.
| Preview

Please see our End User Agreement.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

Add to AnyAdd to TwitterAdd to FacebookAdd to LinkedinAdd to PinterestAdd to Email

Barnes, V. and Newton, L. orcid id iconORCID: https://orcid.org/0000-0003-1453-8824 (2021) British banks and their Aesop's fables: organizational memories of the governance and management of financial crisis. In: Cassis, Y. and Schenk, C. R. (eds.) Remembering and Learning from Financial Crises. Oxford University Press, Oxford, pp. 184-206. ISBN 9780198870906

Abstract/Summary

Do companies remember past crises, mistakes and failures? If they do, how do they do it? In the book, 'Reimaging Business History', Scranton and Fridenson argue that organizations remember events and lessons through a concept they describe as ‘active learning memory’. This is distinctly different from what we would think of as knowledge-based economies, or to use the linguistics of Chandlerian scholarship, learned or taught competencies. An organization invests in its active learning memory, they suggest, when it actively repeats or retells the account of business failure. This process of remembering teaches lessons about managerial conduct to encourage the organization to heed warnings from the past when making decisions in the future. These stories closely resemble the role of stories in the children’s book, Aesop’s fables, where a tale is told in such a way that the characters provide moral guidance to remind listeners about the value of good behaviour. Scranton and Fridenson develop ideas of/concepts of ‘learning memory’, as they believe that business failure is more common than success. They also argue that mistakes form an important educational experience. This paper follows such an approach. It focuses up-on organizational memory by examining the way in which British banks learned about failure through stories about financial crises.

Item Type Book or Report Section
URI https://reading-clone.eprints-hosting.org/id/eprint/100886
Refereed Yes
Divisions Henley Business School > International Business and Strategy
Publisher Oxford University Press
Download/View statistics View download statistics for this item

Downloads

Downloads per month over past year

University Staff: Request a correction | Centaur Editors: Update this record

Search Google Scholar