Management Fashion: Lifecycles, Triggers, and Collective Learning Processes
Item
Title
Management Fashion: Lifecycles, Triggers, and Collective Learning Processes
Abstract/Description
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.
Author/creator
Date
In publication
Volume
44
Issue
4
Pages
708-740
Resource type
Research/Scholarly Media
Resource status/form
Published Text
Scholarship genre
Empirical
Open access/full-text available
Yes
Peer reviewed
Yes
ISSN
0001-8392
Citation
Abrahamson, E., & Fairchild, G. (1999). Management Fashion: Lifecycles, Triggers, and Collective Learning Processes. Administrative Science Quarterly, 44(4), 708–740. https://doi.org/10.2307/2667053
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