- 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 short chapter draws together selected insights and views from the various contributions to the handbook in order to consider avenues for further research into management ideas. In particular, the need to make diverse empirical, theoretical, disciplinary, methodological, and conceptual linkages is outlined. Also, emergent themes are identified which include the familiar and important concerns with identifying the impact of management ideas. In addition, debates on possible academic engagement with practitioners in the field along with calls to extend beyond conventional contexts and approaches are discussed. The conclusion reflects briefly on the possibility for extending the reach of studies related to management ideas.
Andrew Sturdy is Professor of Management and Organisation at the University of Bristol, UK. Previously, he held posts at Imperial College London and the Universities of Bath, Melbourne and Warwick. His research lies mostly in the field of organisational innovation and the role of management consultancy. His work includes co-authored books such as Beyond Organisational Change (Macmillan), Management Consultancy (Oxford University Press) and Management as Consultancy (Cambridge University Press). He is an associate editor of the Journal of Management Inquiry and a Visiting Professor at Vrije Universiteit Amsterdam (VU). His latest work explores consultancy in national and transnational public sector contexts, including the UK National Health Service.
Stefan Heusinkveld is Associate Professor, Department of Management and Organization, Vrije Universiteit Amsterdam (VU), The Netherlands.
Trish Reay is Professor in Strategic Management and Organization at the University of Alberta School of Business in Edmonton, Canada. She also holds a Visiting Distinguished Professor appointment at Warwick Business School. She currently serves as Editor-in-Chief at Organization Studies. Her research interests include qualitative research methods, organizational and institutional change, professions, and professional identity. She studies these topics in the context of health care and family firms. Published articles from these research streams appear in Academy of Management Journal, Organization Studies, and Journal of Management Studies.
David Strang is Professor of Sociology at Cornell University. His research has focused on the spread of practices in the business, political, and scientific worlds. He has developed statistical methods for the study of diffusion within an event history framework and agent-based models for the simulation of booms and busts in managerial fashion. Strang is author of Learning by Example: Imitation and Innovation at a Global Bank (Princeton, 2010) and has published in journals such as Academy of Management Journal, American Journal of Sociology, and Organization Studies. He has held visiting appointments at the Center for Advanced Study in the Behavioral Sciences, INSEAD, Oxford, the University of Amsterdam, and Tel Aviv University, and received a Ph.D. in sociology from Stanford.
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