Skip to main content Accessibility help
×
Home

Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004

  • Dong-II Jung (a1) and Won-Hee Lee (a1)

Abstract

Building on prior research on management fashion, this paper seeks to understand how management consultants respond to the boom-to-bust cycles of competing management fashion trends. Specifically, we examine how US management consulting firms offering total quality management (TQM) services responded to the rise and fall of the rival management practice, business process reengineering (BPR), with an empirical focus on the adoption of BPR services. We find that a consulting firm offering TQM services was more likely to adopt BPR services if the firm’s organizational capabilities and institutional environments were more connected to BPR’s principles than to TQM’s principles. This suggests that management fashions are not simply bandwagon phenomena, but involve resource- and identity-based decision making. We also find that the significance of organizational capabilities increased while that of network influences decreased as BPR’s boom turned to bust. The reversal of well-established institutional accounts of innovation diffusion is explained by reference to the characteristics of management fashion.

  • View HTML
    • Send article to Kindle

      To send this article to your Kindle, first ensure no-reply@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about sending to your Kindle. Find out more about sending to your Kindle.

      Note you can select to send to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be sent to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

      Find out more about the Kindle Personal Document Service.

      Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004
      Available formats
      ×

      Send article to Dropbox

      To send this article to your Dropbox account, please select one or more formats and confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your <service> account. Find out more about sending content to Dropbox.

      Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004
      Available formats
      ×

      Send article to Google Drive

      To send this article to your Google Drive account, please select one or more formats and confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your <service> account. Find out more about sending content to Google Drive.

      Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004
      Available formats
      ×

Copyright

Corresponding author

Corresponding author: dijung@sookmyung.ac.kr

References

Hide All
Abrahamson, E. (1996). Management fashion. Academy of Management Review, 21(1), 254285.
Abrahamson, E. (1997). The emergence and prevalence of employment management rhetorics: The effects of long waves, labor unions, and turnover, 1875 to 1992. Academy of Management Journal, 40(3), 491533.
Abrahamson, E., & Eisenman, M. (2008). Employee-management techniques: Transient fads or trending fashion? Administrative Science Quarterly, 53(4), 719744.
Abrahamson, E., & Fairchild, G. (1999). Management fashion: Lifecycles, triggers, and collective learning process. Administrative Science Quarterly, 44(4), 708740.
Adegbesan, J. A. (2009). On the origins of competitive advantage: Strategic factor markets and heterogeneous resource complementarity. Academy of Management Review, 34(3), 463475.
Almandoz, J. (2012). Arriving at the starting line: The impact of community and financial logics on new banking ventures. Academy of Management Journal, 55(6), 13811406.
Barley, S. R., & Kunda, G. (1992). Design and devotion: Surges of rational and normative ideologies of control in management discourse. Administrative Science Quarterly, 37(3), 363399.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99120.
Baron, J. N., Dobbin, F. R., & Jennings, P. D. (1986). War and peach: The evolution of modern personnel administration in U.S. industry. American Journal of Sociology, 92(2), 350383.
Benders, J., & van Veen, K. (2001). What’s in a fashion? Interpretative viability and management fashions. Organization, 8(1), 3353.
Burt, R. S. (1987). Social contagion and innovation: Cohesion versus structural equivalence. American Journal of Sociology, 92(6), 12871335.
Buzacott, J. A. (1996). Commonalities in reengineered business processes: Models and issues. Management Science, 42(5), 768782.
Carson, P. P., Lanier, P. A., Carson, K. D., & Guidry, B. N. (2000). Clearing a path through the management fashion jungle: Some preliminary trailblazing. Academy of Management Journal, 43(6), 11431158.
Coff, R. W. (1999). When competitive advantage doesn’t lead to performance: The resource-based view and stakeholder bargaining power. Organization Science, 10(2), 119133.
Crosby, P. C. (1979). Quality is free: The art of making quality certain. New York: McGrow-Hill.
Darnall, N. (2006). Why firms mandate ISO 14001 certification. Business & Society, 45(3), 354381.
Davenport, T. H. (1993). Process innovation: Reengineering work through information technology. Boston, MA: Harvard Business School Press.
Davenport, T. H., & Short, J. E. (1990). The new industrial engineering: Information technology and business process redesign. Sloan Management Review, 31(4), 1127.
David, R. J., & Strang, D. (2006). When fashion is fleeting: Transitory collective beliefs and the dynamics of TQM consulting. Academy of Management Journal, 49(2), 215233.
Davis, G. F., & Greve, H. R. (1997). Corporate elite networks and governance changes in the 1980s. American Journal of Sociology, 103(1), 137.
De Greene, K. B. (1988). Long wave cycles of sociotechnical change and innovation: A macro-psychological perspective. Journal of Occupational Psychology, 61(1), 723.
Deming, E. W. (1982). Quality, productivity, and competitive position, MIT Institute for Advanced Engineering Study. Cambridge, MA: MIT.
Denning, P. J., & Medina-Mora, R. (1995). Completing the loops. Interfaces, 25(3), 4257.
Diestre, L., & Rajagopalan, N. (2011). An environmental perspective on diversification: The effects of chemical relatedness and regulatory sanctions. Academy of Management Journal, 54(1), 97115.
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147160.
Dowell, G., & Swaminathan, A. (2006). Entry timing, exploration, and firm survival in the early U.S. bicycle industry. Strategic Management Journal, 27(12), 11591182.
Ehigie, B. O., & McAndrew, E. B. (2005). Innovation, diffusion, and adoption of total quality management (TQM). Management Decision, 43(6), 925940.
Fligstein, N. (1985). The spread of the multidivisional form among large firms, 1919-1979. American Sociological Review, 50(3), 377391.
Gibson, J. W., & Tesone, D. V. (2001). Management fads: Emergence, evolution, and implications for managers. Academy of Management Executive, 15(4), 122133.
Giroux, H. (2006). ‘It was such a handy term’: Management fashions and pragmatic ambiguity. Journal of Management Studies, 43(6), 12271260.
Granovetter, M. (1978). Threshold models of collective behavior. American Journal of Sociology, 83(6), 14201443.
Green, C. (1992). Quality improvement: From dreams to reality. Canadian Business Review, 19(3), 3339.
Greising, D. (1994). Quality: How to make it pay. Business Week, 3384, 5456.
Greve, H. R. (1995). Jumping ship: The diffusion of strategy abandonment. Administrative Science Quarterly, 40(3), 444473.
Greve, H. R. (1996). Patterns of competition: The diffusion of a market position in radio broadcasting. Administrative Science Quarterly, 41(1), 2960.
Hackman, J. R., & Wageman, R. (1995). Total quality management: Empirical, conceptual, and practical issues. Administrative Science Quarterly, 40(2), 309342.
Hammer, M. (1990). Re-engineering work: Don’t automate, obliterate. Harvard Business Review, 68(4), 104112.
Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business revolution. New York, NY: HarperCollins.
Harari, O. (1993). Ten reasons why TQM doesn’t work. Management Review, 82(1), 3342.
Haunschild, P. R., & Miner, A. S. (1997). Modes of interorganizational imitation: The effects of outcome salience and uncertainty. Administrative Science Quarterly, 42(3), 472500.
Haveman, H. A. (1993). Follow the leader: Mimetic isomorphism and entry into new markets. Administrative Science Quarterly, 38(4), 593627.
Heusinkveld, S., Benders, J., & Hillebrand, B. (2013). Stretching concepts: The role of competing pressures and decoupling in the evolution of organization concepts. Organization Studies, 34(1), 732.
Jarrar, Y. F., & Aspinwall, E. M. (1999). Integrating total quality management and business process reengineering: Is it enough? Total Quality Management, 10(4/5), S584S593.
Juran, J. M. (1978). Japanese and Western quality – a contrast. Quality Progress , 11(12), 1018.
Kochan, T. A., & Osterman, P. (1994). The mutual gains enterprise. Boston, MA: Harvard Business School Press.
Kodeih, F., & Greenwood, R. (2014). Responding to institutional complexity: The role of identity. Organization Studies, 35(1), 739.
Lawler, E. E. III, Mohrman, S. A., & Ledford, G. E. (1992). Employee involvement and total quality management: Practices and results in Fortune 1000 companies. San Francisco, CA: Jossey-Bass.
Lawton, R. B., & Wholey, D. R. (1993). Adoption and abandonment of matrix management programs: Effects of organizational characteristics and interorganizational networks. Academy of Management Journal, 36(1), 106138.
Lee, G. K. (2008). Relevance of organizational capabilities and its dynamics: What to learn from entrants’ product portfolios about the determinants of entry timing. Strategic Management Journal, 29(12), 12571280.
Lin, Z. J., Yang, H., & Arya, B. (2009). Alliance partners and firm performance: Resource complementarity and the status association. Strategic Management Journal, 30(9), 921940.
Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340363.
Montgomery, C. A., & Hariharan, S. (1991). Diversified expansion by large established firms. Journal of Economic Behavior and Organization, 15(1), 7189.
Nicolai, A. T., & Dautwiz, J. M. (2010). Fuzziness in action: What consequences has the linguistic ambiguity of the core competence concept for organizational usage? British Journal of Management, 21(4), 874888.
Palmer, D. A., Jennings, P. D., & Zhou, X. (1993). Late adoption of the multidivisional form by large U.S. corporations: institutional, political, and economic accounts. Administrative Science Quarterly, 38(1), 100131.
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14(3), 179191.
Peterson, P. B. (1999). Total quality management and the Deming approach to quality management. Journal of Management History, 5(8), 468488.
Prentice, R. L., & Gloeckler, L. A. (1978). Regression analysis of grouped survival data with application to breast cancer data. Biometrica, 34(1), 5767.
Rao, H., & Sivakumar, K. (1999). Institutional sources of boundary-spanning structures: The establishment of investor relations departments in the Fortune 500 industrials. Organization Science, 10(1), 2742.
Sanders, W. M. G., & Tuschke, A. (2007). The adoption of institutionally contested organizational practices: The emergence of stock option pay in Germany. Academy of Management Journal, 50(1), 3356.
Schmidt, J., & Keil, T. (2013). What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value. Academy of Management Review, 38(2), 206228.
Silverman, B. S. (1999). Technological resources and the direction of corporate diversification: Toward an integration of the resource-based view and transaction cost economics. Management Science, 45(4), 11091124.
Simons, T., & Ingram, P. (2004). An ecology of ideology: Theory and evidence from four populations. Industrial and Corporate Change, 13(1), 3359.
Stieglitz, N., & Heine, K. (2007). Innovations and the role of complementarities in a strategic theory of the firm. Strategic Management Journal, 28(1), 115.
Still, M. C., & Strang, D. (2009). Who does elite organization emulate? Administrative Science Quarterly, 54(1), 5889.
Strang, D., David, R. J., & Akhlaghpour, S. (2014). Coevolution in management fashion: An agent-based model of consultant-driven innovation. American Journal of Sociology, 120(1), 226264.
Strang, D., & Jung, D. (2009). Participatory improvement at a global bank: The diffusion of quality teams and the demise of a Six Sigma initiative. Organization Studies, 30(1), 3153.
Strang, D., & Macy, W. M. (2001). In search of excellence: Fads, success stories, and adaptive emulation. American Journal of Sociology, 107(1), 147182.
Strang, D., & Tuma, N. B. (1993). Spatial and temporal heterogeneity in diffusion. American Journal of Sociology, 99(3), 614639.
Tolbert, P. S., & Zucker, L. G. (1983). Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880-1935. Administrative Science Quarterly, 28(1), 2239.
Valentine, R., & Knight, D. (1998). TQM and BPR: Can you spot the difference? Personnel Review, 27(1), 7885.
Van Gestel, N. (2011). Explaining stability and change: The rise and fall of logics in pluralistic fields. Organization Studies, 32(2), 231252.
Vinzant, J. C., & Vinzant, D. H. (1999). Strategic management spin-offs of the Deming approach. Journal of Management History, 5(8), 516531.
Wang, P. (2008). What happened to BPR? The rise, fall and possible revival of business process reengineering: From the organizing vision perspective. In V., Grover, & M. L., Markus (Eds.), Business Process Transformation (pp. 2340). Armonk, NY: Sharpe.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171180.
Westphal, J. D., Gulati, R., & Shortell, S. M. (1997). Customization or conformity? An institutional and network perspective on the content and consequences of TQM adoption. Administrative Science Quarterly, 42(2), 366394.
Westphal, J. D., & Zajac, E. J. (1994). Substance and symbolism in CEOs’ long-term incentive plans. Administrative Science Quarterly, 39(3), 367390.
Westwick, P. J. (2007). Reengineering engineers: Management philosophies at the jet propulsion laboratory in the 1990s. Technology and Culture, 48(1), 6791.
Woudhuysen, J. (1993, June 3). Engineers of a fresh approach. Marketing, p. 10.
Xu, Q. (1999). TQM as an arbitrary sign for play: Discourse and transformation. Organization Studies, 20(4), 659681.
Yue, L. Q. (2012). Asymmetric effects of fashions on the formation and dissolution of networks: Board interlocks with internet companies, 1996-2006. Organization Science, 23(4), 11141134.
Zbaracki, M. J. (1998). The rhetoric and reality of total quality management. Administrative Science Quarterly, 43(3), 602636.

Keywords

Metrics

Full text views

Total number of HTML views: 0
Total number of PDF views: 0 *
Loading metrics...

Abstract views

Total abstract views: 0 *
Loading metrics...

* Views captured on Cambridge Core between <date>. This data will be updated every 24 hours.

Usage data cannot currently be displayed