- 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 popularity of management ideas varies according to time and place, as exemplified by the term ‘management fashion’, but only a small number of ideas appear to stay on the scene for a long period of time. Using the example of the still durable idea ‘Lean’, the authors argue that repeated (re)framing of a management idea is an important driver for its persistence. The way the interpretive space of ideas is created, used, and continuously reframed is key to their resilience or disappearance, and needs to be understood by change managers as well as academics interested in their flow and impact.
Jos Benders is Professor in ‘Organisasjonskonsepter’, Department of Industrial Economics and Technology Management, Norwegian University of Science and Technology (NTNU), Norway, and Guest Professor, CESO, KU Leuven, Belgium.
Marlieke van Grinsven is Research Associate, Department of Management and Organization,Vrije Universiteit Amsterdam (VU), The Netherlands.
Jonas A. Ingvaldsen is Associate Professor, Department of Industrial Economics and Technology Management, Norwegian University of Science and Technology (NTNU), Norway.
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