The fashion of management fashion: A surge too far?

• Main Author: CLARK, Timothy Adrian Robert
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2004
• Subjects: Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/6281; https://ink.library.smu.edu.sg/context/lkcsb_research/article/7280/viewcontent/Fashion_of_Management_Fashion_2004_av.pdf
• Institution: Singapore Management University

In recent years there has been growing interest in the notion that management ideas and techniques are subject to swings in fashion in the same way that aesthetic aspects of life such as clothing styles, hair length, music tastes, furniture design, paint colours, and so forth are characterized by surges of popularity and then decline. Adopting a predominantly neo-institutional perspective, researchers have conceived of management fashions as techniques that fail to become firmly entrenched and institutionalized since organizations are attracted to them for a period and then abandon them in favour of apparently newer and more promising ones. Drawing on Gill and Whittle (1993) management fashions are seen to progress through a series of discrete stages: (1) invention, when the idea is initially created, (2) dissemination, when the idea is initially brought to the attention of its intended audience, (3) acceptance, when the idea becomes implemented, (4) disenchantment, when negative evaluations and frustrations with the idea emerge, and (5) decline, or the abandonment of the idea.