1999
DOI: 10.1177/002194369903600203
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Read the Book or Attend a Seminar? Charting Ironies in How Managers Prefer to Learn

Abstract: Popular Management IdeasAn ever-growing number of competing diagnostic tools and prescriptive models claim to give managers an edge in an increasingly competitive global marketplace: e.g., excellence, empowerment, intrapreneuring, 'A multi-national oil company that employs approximately 16,000 people in more than 30 countries around the world. 2A major U.S. oil company that employs 5,000 persons. 3A large multi-national oil corporation. 'A large independent refiner and marketer in the Midwest. 5A manufacturing… Show more

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Cited by 5 publications
(8 citation statements)
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“…To gain a better understanding of what audience activities play a role in the dissemination and widespread attraction of particular management ideas, and how individual audience members may vary in the way they deploy these activities, we interviewed 65 management practitioners participating in a range of different guru seminars (Table ). We focus on guru seminars because the gurus' live presentations that are central to such events are considered critical both to a guru's popularity and to the subsequent impact of their ideas (Greatbatch and Clark, ; Huczynski, ; Pagel and Westerfelhaus, ; Suddaby and Greenwood, ). Indeed, these live presentations typically constitute an important moment of relatively unmediated communication of management ideas to a managerial audience, intended to: ‘facilitate conversion or identification with a new idea’ (Clark and Salaman, , p. 143).…”
Section: Methodsmentioning
confidence: 99%
“…To gain a better understanding of what audience activities play a role in the dissemination and widespread attraction of particular management ideas, and how individual audience members may vary in the way they deploy these activities, we interviewed 65 management practitioners participating in a range of different guru seminars (Table ). We focus on guru seminars because the gurus' live presentations that are central to such events are considered critical both to a guru's popularity and to the subsequent impact of their ideas (Greatbatch and Clark, ; Huczynski, ; Pagel and Westerfelhaus, ; Suddaby and Greenwood, ). Indeed, these live presentations typically constitute an important moment of relatively unmediated communication of management ideas to a managerial audience, intended to: ‘facilitate conversion or identification with a new idea’ (Clark and Salaman, , p. 143).…”
Section: Methodsmentioning
confidence: 99%
“…Semiotics is a well-developed body of communication theory that has been used to analyze a wide range of artifacts and social practices, such as amusement parks (Gottdiener, 1995), professional wrestling (Barthes, 1972), reading (Eco, 1979), television (Fiske, 1987), urban spaces (Greimas, 1986), and, of course, business and professional practices (Barley, 1983;Pagel & Westerfelhaus, 1999). Semiotic theory has its roots in the work of American pragmatist philosopher Charles Sanders Peirce (1991) and Swiss structural linguist Ferdinand de Saussure (1966).…”
Section: Semiotic Theorymentioning
confidence: 99%
“…Ironically, the implementation of such popular management theories as downsizing and reengineering has resulted in increased demands being placed on managers' time (Pagel & Westerfelhaus, 1999). As Manager B explains, "Managers are busier today than yesterday.…”
Section: Coping With Time Pressurementioning
confidence: 99%
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“…1 First, lectures and seminars form the heart of many management consultants' status as "stars" (Clark & Salaman, 1996), with tens of thousands of people attending these each year. 2 Many businesspeople, particularly executives, prefer to attend lectures rather than read management books as they view lecture attendance as more prestigious and a better use of one's time (Pagel & Westerfelhaus, 1999). As well, many people find lectures-perhaps because of their immediacy, interactivity, and vividnessmore compelling than books (Carlone, 2001).…”
mentioning
confidence: 99%