Fadotomy – anatomy of the transformation of a fad into a management paradigm

Towill, Denis Royston

doi:10.1108/17511340610670214

Cited by 19 publications

(20 citation statements)

References 36 publications

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“…However, fads are not simply good or bad and characterizing new management theories and practices as fads was described as a tactic used by critics who wish to undermine the legitimacy of new developments in management practice (Kumar et al, 2008). Many academics are in agreement that some "fads" become established management principles or techniques and according to Towill (2006), fads can become management paradigms. To make this transformation and become effective, the fad must survive over time and become incorporated in the day-to-day fabric of an organization.…”

Section: Benchmarking and Management Fadsmentioning

confidence: 99%

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

Kerandi¹,

Nyaoga²,

Bosire³

et al. 2014

IJBER

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Abstract:This study sought to investigate the performance improvement through benchmarking in commercial banks in Kenya by focusing on the extent to which commercial banks used benchmarking, the relationship between benchmarking and organizational performance, and the challenges facing the adoption and implementation of benchmarking. Simple Random sampling technique was used to select two respondents from each bank. Both descriptive and inferential statistics were applied and Statistics Package for Social Sciences (SPSS) for windows version 20.0 was used for analysis. The analysis indicated that on overall, benchmarking has a positive and significant correlation r =0.551 and p< 0.001with organizational performance. The results indicated that benchmarking was an established performance improvement technique that was proved to be effective in the banking industry in Kenya over time. The researchers recommend that the benchmarking initiatives should incorporate the divergent views of all employees since at the end of it all these employees will need the information to improve the process.

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Section: Benchmarking and Management Fadsmentioning

confidence: 99%

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

Kerandi¹,

Nyaoga²,

Bosire³

et al. 2014

IJBER

View full text Add to dashboard Cite

show abstract

“…Hence, statistically identified best practice and associated raison d'être could be readily exploited to advantage (Childerhouse and Towill, 2004). The UCM also enabled a strategic link to be established between North American management research methodologies based on horizontal questionnaire analysis, and European research based on exploiting vertical case studies (Towill, 2006).…”

Section: Discussionmentioning

confidence: 99%

“…Manufacturing and service supply chains are established on the premise that organisations need to manage and control their assets and process uncertainties to deliver value to customers in a cost-effective manner (Ellram et al, 2004, Towill, 2006. These shared aims have led researchers to apply operations management and systems engineering lenses originally developed for manufacturing to service supply chains (Goldhar and Berg, 2010;Parnaby and Towill, 2009).…”

Section: The Uncertainty Circle Model (Ucm)mentioning

confidence: 99%

A comparative study of manufacturing and service sector supply chain integration via the uncertainty circle model

Aitken

Childerhouse

Deakins

et al. 2016

The International Journal of Logistics Management

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Purpose -The purpose of this research is to contrast manufacturing and service sector supply chains in order to develop an audit methodology capable of providing objective, cross-sector comparisons of supply chain integration performance. Design/Methodology/approach -A robust, site-based multi-method supply chain diagnostic for detecting manufacturing supply chain system uncertainty (QSAM) was modified for the service sector so as to yield the (normalised) supply chain integration performances of 109 separate organisations. Findings -Service supply chains do not always exhibit the unique attributes that effectively bar manufacturing supply chain best practice from being adopted (and vice versa). The research confirms the value of utilising an uncertainty circle model lens, which makes objective cross-sector comparisons of supply chain performance possible. Originality/value -Combining the uncertainty circle model with the QSAM approach yields performance vectors that can be used to align estimates of value stream 'health' irrespective of the organisational setting. This can assist identification and transfer of appropriate best practice even between firms located in dissimilar industry sectors and settings.

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“…The Journal of Management History has been pleased to publish this variety of approaches, and even to entertain a new analytical process for consideration (Towill, 2006). Murphy, et al (2006) traced the conceptual development of entrepreneurship through history.…”

Section: History Of Ideasmentioning

confidence: 99%

Matters for judgement: some thoughts on method in management history

Lamond¹

2006

Journal of Management History

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Paper Type: ConceptualPurpose: This paper reflects on some aspects of method in management history and the importance of the self-reflection on their world-view that must accompany authors' endeavours, in order to be articulated in the matters they proffer for the reader's judgement. Approach:Drawing on the insights proffered by Evans (1999:1) about how to study, research, write about and read history, this paper offers some thoughts on the importance of giving due consideration to method in management history.Research & Practical Implications: Thomas Hobbes (1660/1994:32) observed that "Out of our conception of the past, we make a future". It behoves us then, as managers and management scholars, to be satisfied that our conceptions of the past are developed in ways that, as far as possible, avoid the problems that would make them less than useful in creating that future. This paper identifies some of the issues of which those seeking to create the future must be cognisant. Value:If knowing accurately the history of management thought is of importance to scholars and practitioners, then this paper alerts practitioners and commentators to the need for a sound method in producing, and learning from, the lessons of management history.

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Fadotomy – anatomy of the transformation of a fad into a management paradigm

Cited by 19 publications

References 36 publications

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

A Survey of Performance Improvement through Benchmarking in Commercial Banks in Kenya: The Managers’ Perception and Experience

A comparative study of manufacturing and service sector supply chain integration via the uncertainty circle model

Matters for judgement: some thoughts on method in management history

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