Management fashion: Lifecycles, triggers, and collective learning processes

被引：505

作者：

Abrahamson, E ^{[1
]}

Fairchild, G ^{[1
]}

机构：

[1] Columbia Univ, New York, NY 10027 USA

来源：

ADMINISTRATIVE SCIENCE QUARTERLY | 1999年 / 44卷 / 04期

关键词：

D O I：

10.2307/2667053

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

This theory-development case study of the quality circle management fashion focuses on three features of management-knowledge entrepreneurs' discourse promoting or discrediting such fashions: its lifecycle, forces triggering stages in its lifecycle, and the type of collective learning it fostered. Results suggest, first, that variability in when different types of knowledge entrepreneurs begin, continue, and stop promoting fashions explains variability in their lifecycles; second, that historically unique conjunctions of forces, endogenous and exogenous to the management-fashion market, trigger and shape management fashions; and third, that emotionally charged, enthusiastic, and unreasoned discourse characterizes the upswings of management fashion waves, whereas more reasoned, unemotional, and qualified discourse characterizes their downswings, evidencing a pattern of superstitious collective learning.

引用

页码：708 / 740

页数：33

共 102 条

[1] The emergence and prevalence of employee management rhetorics: The effects of long waves, labor unions, and turnover, 1875 to 1992 [J].