- 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 discusses the relationship between management ideas and standards. It argues that all management ideas can be understood as standards in the sense of shared, voluntary and descriptive, rather than prescriptive, rules that one or several actors or organizations choose to apply. A few management ideas are presented in the form of codified standards, i.e. standards in a narrower sense. The authors explore why and how some management ideas are ‘translated’ into codified standards and how this process affects these management ideas. They also discuss the wider (intended and unintended) consequences of turning management ideas into codified standards.
Andreas Rasche is Professor of Business in Society, Copenhagen Business School, DK and Visiting Professor at Stockholm School of Economics, Sweden.
David Seidl is Professor of Organization and Management, University of Zurich, Switzerland, and Research Associate at the Centre for Business Research, Cambridge University, UK.
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