{"title":"Management Ideas as Standards","authors":"A. Rasche, D. Seidl","doi":"10.1093/oxfordhb/9780198794219.013.18","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198794219.013.18","url":null,"abstract":"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.","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131143686","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Professional Structures and Practice Change","authors":"R. Whittington, Deborah Anderson","doi":"10.1093/oxfordhb/9780198794219.013.6","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198794219.013.6","url":null,"abstract":"This chapter examines the processes by which new management ideas become institutionalized as widely-used management practices in different kinds of profession. It argues that these processes vary according to a profession’s structural degree of social closure, as enforced for instance by tight regulations and strict qualification requirements. Closure also has implications for the relevance of different strands of institutional theory. In closed professions such as accounting, institutionalization processes resemble those predicted by institutional entrepreneurship theory: the emphasis is on the roles of regulators and professional bodies; collaboration amongst change agents; episodic innovation; front-loaded change activity; and isomorphic outcomes. In open professions such as strategy, management fashion theory suggests the importance of prestigious clients and competition, while institutional work theory predicts continuous innovation; intense investment in maintenance activities; and pluralistic outcomes. The chapter argues for the value of comparative studies of professions for future research on the institutionalization of management ideas.","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125553897","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Changing the Critique","authors":"C. Prichard, O. Alakavuklar","doi":"10.1093/oxfordhb/9780198794219.013.26","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198794219.013.26","url":null,"abstract":"Who benefits from management ideas and practices? Whose authority do they promote? What kind of truths do they produce and to what effect? Such are the fundamental questions of a critical study of management ideas. In this chapter the authors offer a brief introduction to four of the main traditions (Marxism, post-modernism, feminism, and postcolonialism) that make up this complex field and then, drawing on Lacan’s four discourses framework, they question such critical knowledge itself. In particular they highlight how the conditions that have produced this form of management research have led to a number of unintended consequences, particularly a loss of relevance to praxis. In response, they suggest a new opening for the critique of management ideas by illustrating an activist-scholar project.","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115623116","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The (Geo-)Politics of Management Ideas","authors":"Marie-Laure Salles-Djelic","doi":"10.1093/OXFORDHB/9780198794219.013.21","DOIUrl":"https://doi.org/10.1093/OXFORDHB/9780198794219.013.21","url":null,"abstract":"The twentieth century can arguably be dubbed the century of management. As management ideas spread and project notions of efficiency, neutrality, and universality, they turn into a powerful and (nearly) taken-for-granted ‘regime of truth’. But management and management ideas are not the natural habitat of humanity. Instead, they are historically inscribed and socially constructed institutions, and hence neither neutral nor de-politicized. We can better understand the contemporary dominance of management and management ideas if we follow through time their trajectory as instruments of power. Over the twentieth century, this trajectory has coevolved with the tightly connected fates of American capitalism and imperialism. This chapter identifies three main moments in this trajectory, which are explored in turn. Our capacity to dream up alternatives to management hinges upon such an historical deconstruction. What would it imply, for example, if we were to nurture—rather than manage—organizations and relationships?","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"143 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132775079","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Role of Family Firms in Corporate Sustainability","authors":"Pramodita Sharma, Sanjay Sharma","doi":"10.1093/OXFORDHB/9780198794219.013.22","DOIUrl":"https://doi.org/10.1093/OXFORDHB/9780198794219.013.22","url":null,"abstract":"The societal concern for sustainable development has translated into corporate sustainability as a management idea, which has yet to be widely adopted. This chapter examines its adoption in family firms. With their transgenerational temporal orientation and long leadership tenures, combined with decision-making by a closely knit dominant coalition that can facilitate a shared vision and organizational control, family firms can be effective conduits for the diffusion and adoption of this management idea. While these characteristics increase the likelihood of adoption by family firms in general, the diffusion of corporate sustainability between family firms would differ depending on the firm’s engagement with the institutional environment and the timing within the family business lifecycle. An examination of the adoption of the idea of corporate sustainability in cases of three family firms offers lessons for diffusion in firms more broadly.","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"04 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127347619","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Management Ideas and the Social Construction of Organizations","authors":"Shawn Pope, Patricia Bromley","doi":"10.1093/oxfordhb/9780198794219.013.28","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198794219.013.28","url":null,"abstract":"This chapter examines cultural transformations that have contributed to the expansion of management ideas in number, domains, and across sectors. The discussion is organized around a conceptual model that depicts propositions arguing that cultural foundations underpin the expansion of management ideas and formal organization as core elements of contemporary society. These Page pageId=\"12\"?>cultural foundations include scientization, individual rights and capacities, and ongoing individual education and professionalization. The processes identified are illustrated with examples of particular management ideas that have contributed to the standardization of organizations as a single, meta-form of social structure. The chapter ends by discussing research implications and future scholarly directions.","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"86 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127546822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Consumers and Co-Producers of Management Ideas","authors":"Suleika Bort, A. Kieser","doi":"10.1093/oxfordhb/9780198794219.013.16","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198794219.013.16","url":null,"abstract":"Managers have frequently been portrayed as ‘the’ consumers of management ideas. This chapter argues that other actors (i.e. consultants, researchers, students, and citizens) are also relevant consumers. It discusses why and how these different actors consume management ideas and also explains why consuming ideas cannot be separated from co-producing them, since applying them or just thinking of applying them usually means adapting them in innovative ways to specific contexts. The authors conclude that often one group of actors, e.g. consultants, is dependent on the cooperation of another one, e.g. managers, to be able to co-produce and implement management ideas.","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117227396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Philosophy of Management Ideas","authors":"J. O’Mahoney","doi":"10.1093/OXFORDHB/9780198794219.013.9","DOIUrl":"https://doi.org/10.1093/OXFORDHB/9780198794219.013.9","url":null,"abstract":"The philosophies that underpin studies of management ideas are rarely interrogated, which, it is argued here, leads to several difficulties for research in this field. This chapter makes explicit four philosophies which commonly underpin work in this area and argues that, among other limitations, their ontological strictures make interdisciplinary communication difficult. The chapter introduces critical realism, arguing that its stratified, emergent, and realist ontology can (partially) integrate the strengths from these different philosophies, whilst ameliorating their respective weaknesses. Finally, the chapter sketches out a critical realist conception of management ideas.","PeriodicalId":254439,"journal":{"name":"The Oxford Handbook of Management Ideas","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116527879","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}