PhD, M.A., B.A.(Hons), B.A. (University of Canterbury, New Zealand)
– Self-identity in organisations
– Business Associations
– Critical analysis of HRM practices
– Organisational path dependence
– Management and business history
James Reveley has wide-ranging interests in the areas of organisation studies, business and management history, and heterodox economics. He is Secretary of the Economic History Society of Australia and New Zealand, a professional association that represents economic and business historians. He is particularly interested in novel applications of qualitative methods within business history.
His current research focuses on industry associations in the transport sector, narratological analysis of nineteenth century entrepreneur autobiographies, path dependence in the maritime industries, and methodological issues in the writing of management history.
He has published in journals such as Journal of Management Studies, Human Relations, Organization, International Small Business Journal, Management and Organizational History, Australian Economic History Review, and Journal of Transport History. His most recent book is an edited volume (with Malcolm Tull) Port Privatisation: The Asia-Pacific Experience (Cheltenham, Edward Elgar, 2008).
- J. Reveley (2010) 'Using Autobiographies in Business History: A Narratological Analysis of Jules Joubert's Shavings and Scrapes', Australian Economic History Review, 50(3):284-305.
- J. Reveley and S. Ville (2010) ‘Enhancing Industry Association Theory: A Comparative Business History Contribution’, Journal of Management Studies 47(5):837-858.
- S. Down and J. Reveley (2009) ‘Between Narration and Interaction: Situating First-line Supervisor Identity Work’, Human Relations, 62(3): 379-401.
- J. Reveley (2008) ‘Path Dependence: Institutional Change in New Zealand’s Port Labour Markets, 1950-1989’, Journal of Transport History, 29(2): 193-212.
- J. Reveley and P. McLean (2008) ‘Rating Tales: An Evaluation of Divergent Views of Occupational Identification’, Management and Organizational History, 3(2): 127-145.