Management fads: Emergence, evolution, and implications for managers

Gibson, Jane Whitney; Tesone, Dana V.

doi:10.5465/ame.2001.5898744

Cited by 123 publications

(126 citation statements)

References 9 publications

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“…Transformational leader encourages subordinates to make effort in order to follow organizational goals and selfactualization (Bass, 1985;Gibson & Tesone, 2001). Transformational leaders create modern growth path through presenting new ideas and criterions.…”

Section: Transformational Leadershipmentioning

confidence: 99%

Investigating the Role of Spirituality, Resurrection and Transformational Leadership on the Spiritual Organization

Sarlak¹,

Javadein²,

Esfahany³

et al. 2012

IBR

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Reviewing literature, it becomes clear that the organizations are trying to promote the welfare of their employees in addition to make money. In reality, new paradigms emphasize on the traditional methods instead of use of concepts such as spiritual organization, value -based organization, transformational leadership and cooperative work groups. All religions emphasize on faith in God and many tribes believe in futurity. On the other hand, the environment of government organizations is not suitable for the employees' improvement because of their bad management performance. The aim of the current experiment is to investigate the role of spirituality, Resurrection and transformational leadership in order to achieve an extensive model. This is a qualitative-based survey in which the population includes some management experts and high managers of the country. Data was gathered using interview-based research and laboratory studies. From the results, this is to say that Resurrection is one of the key aspects of the spiritual framework. Having faith in Resurrection causes the people to abstain from statesmanship, increase their calmness, self-control, serve as an example for others, be firm during the adversities.

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Section: Transformational Leadershipmentioning

confidence: 99%

Investigating the Role of Spirituality, Resurrection and Transformational Leadership on the Spiritual Organization

Sarlak¹,

Javadein²,

Esfahany³

et al. 2012

IBR

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“…The combination highlights an emerging field that links the two (2) concepts. Such growth rejects the typical pattern of a management 'fad' or 'fashion' (Fink, 2003: 54;Gibson and Tesone, 2001;Gibson et al, 2003;Kennedy, 2004), which Abrahamson (1996: 256) describes as a rapid, bell-shaped swing. The tenacity and resilience of the concept(s) over time and the emergence of the combination provides the support for the study, in the sense it would be worth establishing more congruence about its meaning.…”

Section: Value and Longevity Of The Conceptmentioning

confidence: 99%

The Dimensions of Religion as Underpinning Constructs for Mass Media Social Marketing Campaigns: An Emerging Concept

Esch¹,

Esch²,

Cowley³

2013

IJMS

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The purpose of this review is to consider the underlying concepts and related issues that have been proposed in the literature of the potential relationship to use the dimensions of religion as constructs for mass media social marketing campaigns. The literature appears divided as to whether: (1) an individual's attitude changes and then their behaviour or (2) behaviour and then attitude, as a result of mass media social marketing campaigns. Whilst the seven dimensions of religion help characterise the constructs and under-pinning themes of religion(s) and their existence in the world today, there does not appear to be a definitive approach to the way we professionally practice, capitalise, use, create or evaluate mass media social marketing campaigns. Whilst both concepts have received and continue to receive growing attention in the literature, further clarification and understanding can only be sought via questions surrounding the emerging concept, which will further assist in distilling the information and possibly provide a new beginning for the study of the concept as well as providing guidance for professional practice.

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“…Fads persist for periods that are contemporaneous with executive tenure, and adherence to them can lend an executive the veneer of high performance (e.g. Gibson & Tesone 2001). The learning journey of the firm regarding the advisability of the fad typically lasts longer than the tenure of many executives, allowing them to be paid for the execution of a bad and -by virtue of being a fad -uncompetitive idea.…”

Section: Learning Paradoxes In the Executive Pay Debatementioning

confidence: 99%

Critical Management Studies in the South African context

Goldman¹

2016

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Management fads: Emergence, evolution, and implications for managers

Cited by 123 publications

References 9 publications

Investigating the Role of Spirituality, Resurrection and Transformational Leadership on the Spiritual Organization

Investigating the Role of Spirituality, Resurrection and Transformational Leadership on the Spiritual Organization

The Dimensions of Religion as Underpinning Constructs for Mass Media Social Marketing Campaigns: An Emerging Concept

Critical Management Studies in the South African context

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