- Copyright Page
- List of Figures
- List of Tables
- List of Contributors
- Researching Management Ideas
- The System of Management Ideas: origins, micro-foundations, and dynamics
- The Lifecycle of Management Ideas: innovation, diffusion, institutionalization, dormancy, and rebirth
- The Philosophy of Management Ideas
- Methods for the Study of Management Ideas
- Management Techniques
- Instrumental Understanding of Management Ideas
- Thought Leaders and Followers: the impact of consultants and advisers on management ideas
- Business Studies and Management Ideas
- Multinational and Transnational Organizations: the role of globalizing actors
- Business Media: from gatekeeping to transmediality
- Management’s Gurus
- The Consumers and Co-Producers of Management Ideas
- The Re-Adoption of Management Ideas: how they come, how they go, and why some come back
- The Persistence of Management Ideas: how framing keeps ‘Lean’ moving
- Evolving Management Ideas
- Popular Management Ideas
- Professional Structures and Practice Change: institutionalization processesin accounting and strategy
- Management Ideas as Standards
- Understanding and Analysing Resistance to Management Ideas
- Performance Implications of Management Ideas
- The (Geo-)Politics of Management Ideas: three moments in the trajectory of an instrument of power
- Management Ideas and the Social Construction of Organizations
- The Role of Family Firms in Corporate Sustainability
- Managing Public Service Professionals Under New Public Management
- Management Ideas in Everyday Life
- Changing the Critique: from critical management studies to activist scholarship
- Alternatives to Management Ideas
- New Directions for Research on Management Ideas
Abstract and Keywords
The adoption of management ideas requires substantial resources. Most research focuses on a single adoption of ideas, how they come into use and fall out of use. Although some new management ideas ‘come back’, and have a ‘second life’ or even a ‘third life’, how and why they are re-adopted needs further exploration. This chapter explores the re-adoption of self-organization and identifies four drivers of re-adoption, explaining how external and internal conditions, technological change, and employee experience can shape the (re)action to management ideas. It concludes by outlining opportunities for future research avenues.
Patrick Reinmoeller is Professor of Strategic Management, Cranfield School of Management, Cranfield University, UK.
Shaz Ansari is Professor of Strategy & Innovation, Judge Business School, University of Cambridge, UK.
Mohit Mehta is Doctoral Candidate in Strategy, Cranfield School of Management, Cranfield University, UK.
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