The Re-Adoption of Management Ideas

Reinmoeller, Patrick; Ansari, Shahzad; Mehta, Mohit

doi:10.1093/oxfordhb/9780198794219.013.17

Cited by 3 publications

(8 citation statements)

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“…Relatedly, it could be that a leadership “secret” has a lifecycle that corresponds to the peaks and troughs of management fads and fashions (see Piazza and Abrahamson, 2020, for a review). In this regard, scholars have observed that old and forgotten techniques, practices, solutions, or models are often resurrected or rediscovered, particularly when organizations experience problems similar to those that have occurred in the past (Abrahamson, 1996; Guillén, 1994; Reinmoeller et al, 2019; Røvik, 2011). However, they note that this knowledge is usually repackaged as “old wine in new bottles” to enhance its receptivity among the target audience and to create an impression that a novel solution has been found (Piazza and Abrahamson, 2020; Røvik, 2011).…”

Section: Discussionmentioning

confidence: 99%

Discovering the secrets of leadership success: Comparing commercial and academic preoccupations

Maskor¹,

Steffens

Peters

et al. 2021

Australian Journal of Management

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Having access to the “secrets” of leadership promises to be immensely valuable to those wishing to lead. But what are these “secrets”? In this study, we examined the types of non-academic theorizing (communicated as leadership “secrets”) that writings for a general audience convey. A content analysis of 131 commercial books on leadership “secrets” revealed seven major “secrets” that pertained to (1) knowledge and learning, (2) habits, behaviors, and practices, (3) handling failure, challenges, and struggle, (4) personal inspiration, drive, and motivation, (5) team, group, and organizational strategy, (6) choices and decisions, and (7) communication skills. Intriguingly, the prevalence of leadership “secrets” varied in a cyclical pattern across time such that some “secrets” lost prominence in one period only to reemerge in another. We also observed a considerable degree of correspondence between the foci of topics in these commercial outlets and the foci of academic publications. JEL Classification: J24, O15, M12

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Section: Discussionmentioning

confidence: 99%

Discovering the secrets of leadership success: Comparing commercial and academic preoccupations

Maskor¹,

Steffens

Peters

et al. 2021

Australian Journal of Management

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show abstract

“…Elements of ABT have also been absorbed within other management movements such as Beyond Budgeting, where ABC is suggested to be an important means to replace budgets (Bogsnes, 2009). However, it is possible that new technological trends and advances such as Big Data could lead to a revival of ABT (Andreassen and Bjørnenak, 2018;Bjørnenak, 2017) and possibly a re-adoption and re-fashioning of ABT (Reinmoeller et al, 2019).…”

Section: Discussionmentioning

confidence: 99%

The historical evolution and popularity of activity-based thinking in management accounting

Berg

Madsen

2020

JAOC

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Purpose This paper aims to examine the historical evolution and popularity of activity-based thinking in management accounting. As an organising framework, this paper applies the lens of management fashion theory, which is a perspective that is well suited to the examination of the lifecycles of management accounting concepts and ideas. Design/methodology/approach This paper pursues a bibliographic approach to better understand the past and present state of activity-based thinking. Thus, this paper attempts to piece together a mosaic picture by synthesising existing research on activity-based thinking from a wide range of academic and practitioner-oriented sources. Findings While the original activity-based costing (ABC) model has evolved and broadened and has generated new related concepts, studies suggest that it is not as successful as accounting concepts such as the balanced scorecard. The overall popularity trajectory of activity-based thinking can be considered to be negative, and it is currently not receiving much attention in accounting journals. Research limitations/implications This paper is based on desk research and is limited by a reliance on secondary sources. In addition, it may be subject to the authors’ own biases when it comes to defining relevant articles studied. Practical implications This paper provides more insight into the evolution and popularity of activity-based thinking and discusses some of the reasons why it is not more widely used in practice. Originality/value Although many studies have examined the diffusion of ABC-related techniques, most are quite dated. More than 30 years have passed since the coining of the ABC term, and the time is ripe to provide a historical re-examination of the impact of this type of thinking in the field of accounting and to consider the latest developments and trends.

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“…First, the term revitalization makes it possible to conceptualize how organization concepts regain attention and resources when organizations re-attempt their use. It is distinct from broader field-level processes of re-adoption (Reinmoeller et al, 2019) and more passive forms of organization-level retention through dormancy (Røvik, 2011) or sedimentation (Heusinkveld and Benders, 2012). Revitalization is a form of retention, and by extending the time during which organizations work with concepts, it increases the likelihood that (perceived) successes are created, ensuring that the concept is also retained in the long term.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

“…The successful application of concepts is driven by adopting organizations (Ansari et al, 2010), and the unpredictable nature of organizational change means that several attempts might be necessary to ensure positive outcomes (Scherrer-Rathje et al, 2009). As Reinmoeller et al (2019) point out, the repeated dedication of resources to similar organization concepts "[. .…”

Section: Practical Implicationsmentioning

confidence: 99%

“…This paper responds to Piazza and Abrahamson's (2020) call by exploring and theorizing concept revitalization, a process in which an organization refocuses attention and resources toward a previously adopted organization concept. Although revitalization is hinted at by Reinmoeller et al (2019) and Røvik (2011), this study is the first to offer an empirically grounded understanding of this phenomenon. Through a case study within an energy company, we investigate how and why the organization concept "lean" (Womack and Jones, 1996) was revitalized despite the unsatisfactory results of its initial implementation.…”

Section: Introductionmentioning

confidence: 95%

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Do it again: revitalizing an organization concept

Berg

Benders

Ingvaldsen

2023

JOCM

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PurposeBy exploring the process of concept revitalization, this paper contributes to a better understanding of the intraorganizational retention of organization concepts. Concept revitalization occurs when an organization refocuses attention and resources toward a previously adopted organization concept. This paper investigates why and how organization concepts are revitalized.Design/methodology/approachThe findings are based on a case study of a Norwegian energy company's revitalization of the organization concept “lean”, whose initial implementation had been unsuccessful. The data were analyzed inductively by identifying how the concept was reframed during the second attempt and how the revitalization was justified.FindingsIn the case company, the revitalization was driven by (1) replacing the original label, (2) maintaining the original content in a slightly modified form and (3) altering the implementation mode. The changes were supported by a narrative of past shortcomings, lessons learned and a plan for future success, authored by internal experts in lean with a strong interest in ensuring positive results.Research limitations/implicationsConcept revitalization implies that there is more continuity in the application of ideas than is suggested in the literature on management fashions.Originality/valueSo far, the retention of organization concepts has only been studied at the field level. This study is the first to offer an empirically grounded understanding of intraorganizational concept revitalization.

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The Re-Adoption of Management Ideas

Cited by 3 publications

References 0 publications

Discovering the secrets of leadership success: Comparing commercial and academic preoccupations

Discovering the secrets of leadership success: Comparing commercial and academic preoccupations

The historical evolution and popularity of activity-based thinking in management accounting

Do it again: revitalizing an organization concept

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