Management Fashion: Lifecycles, Triggers, and Collective Learning Processes.

Abrahamson, Eric; Fairchild, Gregory B.

doi:10.5465/ambpp.1997.4982009

Cited by 200 publications

(336 citation statements)

References 0 publications

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“…Titles that might be attributed to management tools might be problematic as respondents may have different interpretations of the strategy tools surveyed. As Abrahamson (Abrahamson, 1991(Abrahamson, , 1996Abrahamson and Fairchild, 1999), Carson (Carson et al, 2000), Clark (2004) and other writers have highlighted, management ideas and techniques are subject to the vagaries of swings in 'fashion'. Thus the results must be considered with this potential bias in mind.…”

Section: Discussionmentioning

confidence: 99%

Strategic tools: an empirical investigation into strategy in practice in the UK

Gunn¹,

Williams²

2007

Strategic Change

117

141

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᭹At the core of strategic planning has been the use of strategic tools and frameworks such as the ubiquitous SWOT analysis and a variety of frameworks bearing Michael Porter's moniker. There has been a tendency for generic tools to be developed and disseminated to industry, with a one-type-fits-all approach. ᭹ Planning and the use of tools have largely been dismissed in much contemporary, particularly European practice-based, strategic literature. This paper argues that the use of strategic tools has a place in contemporary strategic management. However, the traditional prescriptive rationale for strategic frameworks is replaced with a practice-based set of reasons advocating the use of strategic tools. ᭹ The paper advocates the use of strategic tools in a variety of strategic contexts including planning. However, it is shown that groupings of strategic tool usage can be identified which might indicate that business and business schools should reconsider how they apply, learn and disseminate strategic framework.

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Section: Discussionmentioning

confidence: 99%

Strategic tools: an empirical investigation into strategy in practice in the UK

Gunn¹,

Williams²

2007

Strategic Change

117

141

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“…Abrahamson (1996) and Abrahamson and Fairchild (1999) show that many management paradigms and ideas that seemed revolutionary at the time have since been forgotten and fell out of favour very quickly. Scarce recognition and knowledge of the standard among the clientele and the general public It undoubtedly has many advantages mainly for workers (improvement in their working conditions and dignified salaries), customers (goods produced with transparency and better quality) and for the company itself (improved image and retention of the best workers)…”

Section: Beneficiaries Of Hr Management Conduct Standardsmentioning

confidence: 97%

Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain

2007

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“…Carroll, 2010;Duval, 2005;Grafström, 2006;Kjaer and Slaatta, 2007). Thereby, business media increasingly penetrate and shape corporate activities by setting corporate agendas (Carroll, 2010;Carroll and McCombs, 2003), ascribing meaning to corporate events and activities (e.g., Hellgren et al, 2002;Vaara and Tienari, 2002), and -not the leastcreating and circulating management knowledge (Abrahamson and Fairchild, 1999;Mazza and Alvarez, 2000;Westphal et al, 1997).…”

Section: Introductionmentioning

confidence: 99%