- 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 distinguishes five stages in the lifecycle of management ideas: innovation, diffusion, institutionalization, dormancy, and rebirth. Research at each stage can help research at other stages. It also examines the lifecycle stages of both abstract and specific management ideas. Studying these simultaneously can help address some of the most resilient and enduring questions about each. Finally, the authors conceptualize the conjunction of forces which must co-occur to cause stage transitions. They do so to avoid drawing conclusions about why transitions happen when the same conclusions might be drawn when they do not.
Eric Abrahamson is Hughie E. Mills Professor of Business Management, Columbia University, USA.
Alessandro Piazza is Assistant Professor of Strategic Management at the Jesse H. Jones Graduate School of Business, Rice University, USA.
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