- 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
This chapter argues that there is a system of management ideas, that is, a set of institutionalized high level heuristics that guide organizational and individual behaviours in managerial reality, involve distinct knowledge that is transferred across time and space, may change as a result of local adaptation or innovation, and may be selected for or against. This system operates at multiple levels, particularly the individual, organizational, and institutional levels. A system of management ideas can be analysed through a micro-foundational approach, where actions of individual agents lead to an evolution of the system through processes of variation, selection, and retention. This approach is applied to the organizational level choice of adopting existing, fashionable management practices versus creating novel management practices. The authors present a process model depicting this make-or-buy choice in management practices and provide insights into why and when organizations choose each of these routes.
Michael J. Mol is Professor of Strategic and International Management and Head of Department in the Department of Strategic Management and Globalization at Copenhagen Business School, Denmark.
Julian Birkinshaw is Professor of Strategy and Entrepreneurship and Deputy Dean at the London Business School, UK.
Nicolai Foss is the Rodolfo Debenedetti Professor of Entrepreneurship at the Bocconi University in Milan, Italy.
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