Reviewing March’s Vision Donncha Kavanagh Department of Management & Marketing University College Cork Cork, Ireland
[email protected] +353-21-4902242 Paper submitted to the 28th Standing Conference on Organisational Symbolism (SCOS) Lille, July 2010. INTRODUCTION This paper reviews a remarkable experiment in organisation. At the centre of the story is James G. (Jim) March, one of the most influential scholars in management and organisation studies over the last half century. He is best known for his work on organizational decision-making, though he has published in the fields of politics, economics, psychology, sociology, leadership and organization studies. From 1954 to 1964, March was a leading member of the Graduate School of Administration (GSIA) at the Carnegie Institute of Technology. GSIA was a truly exceptional group of scholars from various disciplines, led by the remarkable and prodigious Herbert Simon. In 1964, March was already an academic ‘star’ - even though we was just 36 years old - when he left his position as Professor of Industrial Administration and Psychology in the Department of Pscychology at GSIA to become Dean of the School of Social Sciences in the new Irvine campus of the University of California, which, at that time, had not yet enrolled any students. This was a period of intense political debate about inter alia, radical societal change, the nature of the University, the organisation of academic work, the Vietnam War, and the direction of American society. In this fluid context, March articulated a clear vision for the new School. First, he wanted it to be interdisciplinary. Second, March incorporated a large amount of mandatory mathematics and statistics in the new undergraduate programmes, on the basis that mathematics provided perhaps the only common language that could span the disciplines.