At the April 2017 Economic and Social Research Council workshop on organizational history in Exeter, UK, Peter Miskell asked Gabrielle Durepos and Albert Mills 'who is the ANTi-Historian?' The group assembled for the small workshop included those most influential (including, but not limited to, Michael Rowlinson, Charles Booth and Peter Clark) in shaping what, over the past 10 years has become ANTi-History. Gabrielle took the liberty to answer simply: as an actor that does critical organizational history, my composition has been shaped by all of you, my network. Thus, I'm an ANTi-Historian, but only by virtue of you. The answer was inspired by a simple actor-network theory concept, actors (me, you) are punctuated networks (groups of other influential academics) that assume their configuration through translating and enrolling actors with similar interests (Callon, 1986). Our reply to Miskell was short and, likely, insufficient. Nonetheless, the question is stimulating. In this chapter, we take the opportunity to develop a more thoughtful answer to: who is the management ANTi-Historian?The question is timely and important. It is important because it invokes a normative answer that we feel is increasingly problematic. That normative answer is: the historian is the person (human actor) who writes history. Historians assume their status as such by undergoing years of professional academic training where they learn the disciplinary conventions and craft of history and historiography (Marwick, 2001). The training involves acquiring specialized knowledge of existing interpretations in the field and the ability for disciplined reading of primary and secondary sources through which the methods of verification are internalized (Elton, 1967;Munslow, 2006Munslow, [1997). Through this training, historians acquire a licence to legitimately translate stories of the past into history. So, what is the problem with this answer? And, why is it timely?Calls for an historic turn in 2004 led to increased attention on doing history research in management and organization studies (MOS) (Clark and Rowlinson, 2004;Üsdiken and Kieser, 2004). Though calls for more history did not result in a wholesale transformation of MOS as had been hoped for, many MOS researchers have taken an active interest in doing history. The attention is evidenced in the numerous edited collections (