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History has long been recognised as a strategic and organisational resource. However, until recently, the advantage conferred by history was attributed to a firm’s ability to accumulate heterogeneous resources or develop opaque practices. In contrast, we argue that the advantage history confers on organisations is based on understanding when the knowledge of the past is referenced and the reasons why it is strategically communicated. We argue that managers package this knowledge in historical narratives to address particular organisational concerns and audiences. As well, we show that different historical narratives are produced with the goal of achieving different organisational outcomes. The success of an organisation is thus dependent on the ability of its managers to skilfully develop historical narratives that create a strategic advantage. [ABSTRACT FROM AUTHOR]

This article develops an ethnographic account of the development and history of the British Airways Heritage Centre (BAHC). Responding to several observations throughout the literature, we report on our experiences of engagement with British Airways’ archives over a 25-year period. In doing so our focus is on the much-neglected history of archives as powerful influences on how corporate histories are written. The ethnographic account is rooted in ANTi-History, an approach to historiography, that focuses on the production of history as knowledge of the past by following a number of human (e.g. archive volunteers) and non-human (e.g. airline artefacts) actors to reassemble the elements that constitute an archive at a point in time. To that end, we trace the inter-relationships between histories of British Airways and the development of the BAHC. We conclude that a focus on the various human and non-human relationships that constitute an archive can help the researcher to identify the hidden influences on the production of history that can otherwise serve to enrol him or her. [ABSTRACT FROM PUBLISHER]