- 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
Consultants and business gurus have stressed the positive implications of management ideas for performance. However, the evidence on whether management ideas lead to superior performance remains ambiguous. This chapter scrutinizes the link between management ideas and performance. It begins by reviewing research on technological resources-focused ideas, human resources-focused ideas, relational resources-focused ideas, and knowledge resources-focused ideas and shows that there is empirical support for a positive relationship between management ideas and organizational performance. However, this positive link only materializes and holds under certain conditions, which complicate the efforts of managers and organizations to reap the benefits of management ideas. The authors discuss two of these complications: the ‘performance dilemmas of management ideas’ and the ‘sustainability paradox of management ideas’. The chapter ends with a discussion of avenues for future research.
Christopher Wickert is Associate Professor in Ethics & Sustainability, Vrije Universiteit Amsterdam (VU), The Netherlands.
Jost Sieweke is Assistant Professor of Management and Organization, Vrije Universiteit Amsterdam (VU), The Netherlands.
Riku Ruotsalainen is Assistant Professor of Organization Theory, Vrije Universiteit Amsterdam (VU), The Netherlands.
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