Skip to main content Accessibility help
×
Hostname: page-component-848d4c4894-p2v8j Total loading time: 0 Render date: 2024-05-01T15:03:24.179Z Has data issue: false hasContentIssue false

References

Published online by Cambridge University Press:  22 May 2021

Stefan Heusinkveld
Affiliation:
Radboud Universiteit Nijmegen
Marlieke van Grinsven
Affiliation:
VU University Amsterdam
Claudia Groß
Affiliation:
Radboud Universiteit Nijmegen
David Greatbatch
Affiliation:
Management School at the University of York
Timothy Clark
Affiliation:
Singapore Management University
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
The Flow of Management Ideas
Rethinking Managerial Audiences
, pp. 215 - 229
Publisher: Cambridge University Press
Print publication year: 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abercrombie, N. and Longhurst, B. J. (1998). Audiences: A Sociological Theory of Performance and Imagination. London: Sage.Google Scholar
Abrahamson, E. (1996). Management fashion. Academy of Management Review, 21(1): 254–85.Google Scholar
Abrahamson, E. and Eisenman, M. (2008). Employee-management techniques: transient fads or trending fashions? Administrative Science Quarterly, 53(4): 719–44.Google Scholar
Abrahamson, E. and Fairchild, G. (1999). Management fashion: lifecycles, triggers and collective learning processes. Administrative Science Quarterly, 44(4): 708–40.Google Scholar
Ansari, S. M., Fiss, P. C. and Zajac, E. J. (2010). Made to fit: how practices vary as they diffuse. Academy of Management Review, 35(1): 6792.Google Scholar
Ansari, S., Reinecke, J. and Spaan, A. (2014). How are practices made to vary? Managing practice adaptation in a multinational corporation. Organisation Studies, 35(9): 1313–41.CrossRefGoogle Scholar
Asch, S. E. (1951). Effects of group pressure upon the modification and distortion of judgments. In Guetzkow, H. (ed.), Groups, leadership and men; research in human relations, pp. 177–90. Pittsburgh, PA: Carnegie Press.Google Scholar
Asmuß, B. (2008). Performance appraisal interviews: preference organization in assessment sequences. Journal of Business Communication, 45(4): 408–29.Google Scholar
Asmuß, B. (2013). The emergence of symmetries and asymmetries in performance appraisal interviews: an interactional perspective. Economic and Industrial Democracy, 34(2): 118.Google Scholar
Asmuß, B. and Svennevig, J. (2009). Meeting talk: an introduction. Journal of Business Communication, 46(1): 322.Google Scholar
Astley, W. G. and Zammuto, R. F. (1992). Organization science, managers, and language games. Organization Science, 3(4): 443–60.Google Scholar
Atkinson, J. M. (1984a). Our Masters’ Voices: The Language and Body Language of Politics. London: Methuen.Google Scholar
Atkinson, J. M. (1984b). Public speaking and audience response: some techniques for inviting applause. In Atkinson, J. M. and Heritage, J. (eds.), Structures of Social Action, pp. 370410. Cambridge: Cambridge University Press.Google Scholar
Atkinson, J. M. and Heritage, J. (eds.) (1984). Structures of Social Action: Studies in Conversation Analysis. Cambridge: Cambridge University Press.Google Scholar
Barley, S. and Kunda, G. (1992). Design and devotion: surges of rational and normative ideologies of control in managerial discourse. Administrative Science Quarterly, 37(3): 363–99.Google Scholar
Barnes, R. (2007). Formulations and the facilitation of common agreement in meetings talk. Text & Talk: An Interdisciplinary Journal of Language, Discourse & Communication Studies, 27(3): 273–96.Google Scholar
Barros, M. and Rüling, C. C. (2019). Business media: from gatekeeping to transmediality. In Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (eds.), The Oxford Handbook of Management Ideas, pp. 195215. Oxford: Oxford University Press.Google Scholar
Bauer, R. A. (1964). The obstinate audience: the influence process from the point of view of social communication. American Psychologist, 19(5): 319.Google Scholar
Baur, C. (1994). Management evangelists in showbiz arena. Sunday Times, 19 June.Google Scholar
Beaven, Z. and Laws, C. (2007). ‘Never let me down again’: loyal customer attitudes towards ticket distribution channels for live music events: a netnographic exploration of the US leg of the Depeche Mode 2005–2006 world tour. Managing Leisure, 12(2–3): 120–42.Google Scholar
Benders, J. (1999). Tricks and trucks: a case study of organization concepts at work. International Journal of Human Resource Management, 10(4): 624–37.Google Scholar
Benders, J. and van Veen, K. (2001). What’s in a fashion? Interpretative viability and management fashions. Organization, 8(1): 3353.Google Scholar
Benders, J. and Verlaar, S. (2003). Lifting parts: putting conceptual insights into practice. International Journal of Operations & Production Management, 23(7): 757–74.Google Scholar
Benders, J., van Grinsven, M. and Ingvaldsen, J. (2019). The persistence of management ideas. In Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (eds.), The Oxford Handbook of Management Ideas, pp. 271–85. Oxford: Oxford University Press.Google Scholar
Bhatanacharoen, P., Clark, T. and Greatbatch, D. (2013). Managing boundaries through talk: epiphanal stories in management guru lectures. Paper presented at 29th EGOS Colloquium 2013, Montreal, 4–6 July in Subtheme 33: Management Occupations – ‘Exploring Boundaries and Knowledge Flows’.Google Scholar
Bikhchandani, S., Hirshleifer, D. and Welch, I. (1998). Learning from the behavior of others: conformity, fads, and informational cascades. Journal of Economic Perspectives, 12(3): 151–70.Google Scholar
Biocca, F. (1988). Opposing conceptions of the audience: the active and passive hemispheres of mass communication theory. Annals of the International Communication Association, 11(1): 5180.Google Scholar
Bloom, N. and van Reenen, J. (2007). Measuring and explaining management practices across firms and countries. The Quarterly Journal of Economics, 122(4): 1351–408.Google Scholar
Bloomfield, B. P. and Danieli, A. (1995). The role of management consultants in the development of information technology: the indissoluble nature of socio‐political and technical skills. Journal of Management Studies, 32(1): 2346.Google Scholar
Blumler, J. G. (1979). The role of theory in uses and gratifications studies. Communication Research, 6(1): 936.CrossRefGoogle Scholar
Boaden, R. J. (1997). What is total quality management … and does it matter? Total Quality Management, 8(4): 153–71.Google Scholar
Bodrožić, Z. and Adler, P. S. (2018). The evolution of management models: a neo-Schumpeterian theory. Administrative Science Quarterly, 63(1): 85129.Google Scholar
Bogart, D. (ed.) (1998). The Bowker Annual: Library and Trade Book Almanac (Vol. 43). New Providence, NJ: R. R. Bowker LLC.Google Scholar
Bogart, D. (ed.) (2005). The Bowker Annual. Library and Book Trade Almanac (Vol. 50). Medford, NJ: Information Today.Google Scholar
Bogart, D. (ed.) (2008). Library and Book Trade Almanac (Vol. 53). Medford, NJ: Information Today.Google Scholar
Bogart, D. (ed.) (2010). Library and Book Trade Almanac (Vol. 55). Medford, NJ Information Today.Google Scholar
Bogart, D. (ed.) (2013). Library and Book Trade Almanac (Vol. 58). Medford, NJ: Information Today.Google Scholar
Bogart, D. (ed.) (2015). Library and Book Trade Almanac (Vol. 60). Medford, NJ: Information Today.Google Scholar
Bogart, D. (ed.) (2018). Library and Book Trade Almanac (Vol. 63). Medford, NJ: Information Today.Google Scholar
Boiral, O. (2003). ISO 9000: outside the iron cage. Organization Science, 14(6): 720–37.Google Scholar
Bort, S. (2015). Turning a management innovation into a management panacea: management ideas, concepts, fashions, practices and theoretical concepts. In Örtenblad, A. (ed.), Handbook of Research on Management Ideas and Panaceas, pp. 3552. Cheltenham: Edward Elgar.Google Scholar
Bort, S. and Kieser, A. (2019). The consumers and co-producers of management ideas. In Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (eds.), The Oxford Handbook of Management Ideas, pp. 232–48. Oxford: Oxford University Press.Google Scholar
Brodine, R. (1986). Getting the applause. In Bosinelli, R. M. B. (ed.), US presidential election 1984: an interdisciplinary approach to the analysis of political discourse. Bologna: Pitagoria Editrice.Google Scholar
Brunsson, N. and Olsen, J. (1997). The Reforming Organization. Bergen/Sandviken: Fagbokforlaget.Google Scholar
Busse, K. and Gray, J. (2014). Fan cultures and fan communities. In Nightingale, V. (ed.), The Handbook of Media Audiences, pp. 425–43. Chichester: John Wiley.Google Scholar
Butsch, R. (2008). The Citizen Audience: Crowds, Publics, and Individuals. New York: Routledge.Google Scholar
Canato, A., Ravasi, D. and Phillips, N. (2013). Coerced practice implementation in cases of low cultural fit: cultural change and practice adaptation during the implementation of Six Sigma at 3M. Academy of Management Journal, 56(6): 1724–53.CrossRefGoogle Scholar
Carlone, D. (2006). The ambiguous nature of a management guru lecture: providing answers while deepening uncertainty. The Journal of Business Communication, 43(2): 89112.Google Scholar
Carson, P. P., Lanier, P. A., Carson, K. D. and Guidry, B. N. (2000). Clearing a path through the management fashion jungle: some preliminary trailblazing. Academy of Management Journal, 43(6): 1143–58.Google Scholar
Cassell, C. and Lee, B. (2017). Understanding translation work: the evolving interpretation of a trade union idea. Organization Studies, 38(8): 1085–106.Google Scholar
Caulkin, S. (1997). Quirky commonsense at $95,000 a day. Observer (Business section), 13 April, 14.Google Scholar
Clark, T. (2004a). The fashion of management fashion: a surge too far? Organization, 11(2): 297306.Google Scholar
Clark, T. (2004b). Strategy viewed from a management fashion perspective. European Management Review, 1(1): 105–11.Google Scholar
Clark, T. and Greatbatch, D. (2004). Management fashion as image-spectacle: the production of best-selling management books. Management Communication Quarterly, 17(3): 396424.Google Scholar
Clark, T. and Greatbatch, D. (2011). Audience perceptions of charismatic and non-charismatic oratory: the case of management gurus. The Leadership Quarterly, 22(1): 2232.Google Scholar
Clark, T. and Salaman, G. (1996). The management guru as organizational witchdoctor. Organization, 3(1): 85107.Google Scholar
Clark, T. and Salaman, G. (1998). Telling tales: management gurus’ narratives and the construction of managerial identity. Journal of Management Studies, 35(2): 137–61.Google Scholar
Clark, T., Bhatanacharoen, P. and Greatbatch, D. (2015). Conveying the adaptation of management panaceas: the case of management gurus. In Örtenblad, A. (ed.), Handbook of Research on Management Ideas and Panaceas, pp. 223–42. Cheltenham: Edward Elgar.Google Scholar
Clayman, S. E. (1992). Caveat orator: audience disaffiliation in the 1988 presidential debates. Quarterly Journal of Speech, 78(1): 3360.Google Scholar
Clayman, S. E. (1993). Booing: the anatomy of a disaffiliative response. American Sociological Review, 58(1): 110–30.Google Scholar
Clifton, J. (2006). A conversation analytical approach to business communication. Journal of Business Communication, 43(3): 202–19.Google Scholar
Clifton, J. (2009). Beyond taxonomies of influence: ‘doing’ influence and making decisions in management team meetings. Journal of Business Communication, 46(1): 5779.CrossRefGoogle Scholar
Collins, D. (2007). Narrating the Management Guru: In Search of Tom Peters. London: Routledge.Google Scholar
Collins, D. (2012). Women roar: ‘the women’s thing’ in the storywork of Tom Peters. Organization, 19(4): 405–24.Google Scholar
Cooper, R. and Tang, T. (2009). Predicting audience exposure to television in today’s media environment: an empirical integration of active-audience and structural theories. Journal of Broadcasting and Electronic Media, 53(3): 400–18.Google Scholar
Corbin, J. M. and Strauss, A. (1990). Grounded theory research: procedures, canons, and evaluative criteria. Qualitative Sociology, 13(1): 321.Google Scholar
Corrigan, P. (1995). The Sociology of Consumption. London: Sage.Google Scholar
Cullen, J. G. (2009). How to sell your soul and still get into heaven: Steven Covey’s epiphany-inducing technology of effective selfhood. Human Relations, 62(8): 1231–54.Google Scholar
David, R. J. and Strang, D. (2006). When fashion is fleeting: transitory collective beliefs and the dynamics of TQM consulting. Academy of Management Journal, 49(2): 215–33.Google Scholar
Davis, A. (2005). Media effects and the active elite audience: a study of communications in the London Stock Exchange. European Journal of Communication, 20(3): 303–26.Google Scholar
De Cock, C. and Hipkin, I. (1997). TQM and BPR: beyond the beyond myth. Journal of Management Studies, 34(5): 659–75.Google Scholar
Du Gay, P. (1996). Consumption and Identity at Work. London: Sage.Google Scholar
Emrich, C. G., Brower, H. H., Feldman, J. M. and Garland, H. (2001). Images in words: presidential rhetoric, charisma, and greatness. Administrative Science Quarterly, 46(3): 527–57.Google Scholar
Engwall, L. and Wedlin, L. (2019). Business studies and management ideas. In Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (eds.), The Oxford Handbook of Management Ideas, pp. 159–76. Oxford: Oxford University Press.Google Scholar
Engwall, L., Kipping, M. and Üsdiken, B. (2016). Defining Management: Business Schools, Consultants, Media. New York: Routledge.Google Scholar
Ernst, B. and Kieser, A. (2002). In search of explanations for the consulting explosion. In Sahlin-Andersson, K. and Engwall, L. (eds.), The Expansion of Management Knowledge: Carriers, Flows, and Sources, pp. 4773. Stanford, CA: Stanford University Press.Google Scholar
Fishbein, M. and Ajzen, I. (1975). Belief, Attitude, Intention, and Behavior. Reading, MA: Addison-Wesley.Google Scholar
Fiske, J. (1992a). Audiencing: a cultural studies approach to watching television. Poetics, 21(4): 345–59.Google Scholar
Fiske, J. (1992b). The cultural economy of fandom. In The Adoring Audience: Fan Culture and Popular Media, pp. 3049. London: Routledge.Google Scholar
Fiss, P. C. and Zajac, E. J. (2006). The symbolic management of strategic change: sensegiving via framing and decoupling. Academy of Management Journal, 49(6): 1173–93.Google Scholar
Fiss, P. C., Kennedy, M. T. and Davis, G. F. (2012). How golden parachutes unfolded: diffusion and variation of a controversial practice. Organization Science, 23(4): 1077–99.Google Scholar
Fligstein, N. (1997). Social skill and institutional theory. American Behavioral Scientist, 40(4): 397405.Google Scholar
Furusten, S. (1999). Popular Management Books: How They Are Made and What They Mean for Organisations. London: Routledge.Google Scholar
Gabriel, Y. (2016). The essay as an endangered species: should we care? Journal of Management Studies, 53(2): 244–9.Google Scholar
Gabriel, Y. and Lang, T. (1995). The Unmanageable Consumer: Contemporary Consumption and Its Fragmentations. London: Sage.Google Scholar
Garfinkel, H. (1967). Studies in Ethnomethodology. Cambridge: Polity Press.Google Scholar
Gill, J. and Whittle, S. (1993). Management by panacea: accounting for transience. Journal of Management Studies, 30(2): 281–95.Google Scholar
Giroux, H. (2006). It was such a handy term: management fashions and pragmatic ambiguity. Journal of Management Studies, 43(6): 1227–60.Google Scholar
Giroux, H. (2019). Popular management ideas. In Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (eds.), The Oxford Handbook of Management Ideas, pp. 303–33. Oxford: Oxford University Press.Google Scholar
Glaser, B. G. and Strauss, A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago, IL: Aldine de Gruyter.Google Scholar
Glenn, P. J. (1989). Initiating shared laughter in multi‐party conversations. Western Journal of Communication (includes Communication Reports), 53(2): 127–49.Google Scholar
Godlewski, L. R. and Perse, E. M. (2010). Audience activity and reality television: identification, online activity, and satisfaction. Communication Quarterly, 58(2): 148–69.Google Scholar
Goffman, E. (1983). The interaction order. American Sociological Review, 48(1): 117.Google Scholar
Gondo, M. B. and Amis, J. M. (2013). Variations in practice adoption: the roles of conscious reflection and discourse. Academy of Management Review, 38(2): 229–47.Google Scholar
Grady, K. and Potter, J. (1985). Speaking and clapping: a comparison of Foot and Thatcher’s oratory. Language and Communication, 5(3): 173–83.CrossRefGoogle Scholar
Gray, B., Purdy, J. M. and Ansari, S. (2015). From interactions to institutions: microprocesses of framing and mechanisms for the structuring of institutional fields. Academy of Management Review, 40(1): 115–43.Google Scholar
Gray, J., Sandvoss, C. and Harrington, C. L. (eds.). (2017). Fandom: Identities and Communities in a Mediated World. New York: NYU Press.Google Scholar
Greatbatch, D. and Clark, T. (2003). Displaying group cohesion: humour and laughter in the public lectures of management gurus. Human Relations, 56(12): 1515–44.Google Scholar
Greatbatch, D. and Clark, T. (2005). Management Speak: Why We Listen to What Management Gurus Tell Us. London: Routledge.Google Scholar
Greatbatch, D. and Clark, T. (2010). The situated production of stories. In Llewllyn, N. and Hindmarsh, J. (eds.), Organisations, Interaction and Practice: Studies in Real Time Work and Organising, pp. 96118. Cambridge: Cambridge University Press.Google Scholar
Greatbatch, D. and Clark, T. (2018). Using Conversation Analysis for Business and Management Students. London: Sage.Google Scholar
Green, S. D. and May, S. C. (2005). Lean construction: arenas of enactment, models of diffusion and the meaning of ‘leanness’. Building Research & Information, 33(6): 498511.Google Scholar
Greenberg, B. S. (1974). Gratifications of television viewing and their correlates for British children. In J. G. Blumler and E. Katz (eds.), The Uses of Mass Communications: Current Perspectives on Gratifications Research. Beverly Hills, CA: Sage.Google Scholar
Grey, C. (1999). ‘We are all managers now’; ‘we always were’: on the development and demise of management. Journal of Management Studies, 36(5): 561–85.Google Scholar
Grint, K. (1994). Reengineering history: social resonances and business process reengineering. Organization, 1(1): 179202.Google Scholar
Grint, K. and Case, P. (1998). The violent rhetoric of re‐engineering: management consultancy on the offensive. Journal of Management Studies, 35(5): 557–77.Google Scholar
Groß, C., Heusinkveld, S. and Clark, T. (2015). The active audience? Gurus, management ideas and consumer variability. British Journal of Management, 26(2): 273–91.Google Scholar
Guerrier, Y. and Gilbert, D. (1995). The role of presentation techniques in selling management ideas through the ‘heart’ not the mind. Paper presented at 12th EGOS Colloquium, Istanbul.Google Scholar
Guillén, M. (1994). Models of Management: Work, authority, and Organization in a Comparative Perspective. Chicago: University of Chicago Press.Google Scholar
Gunter, B. (1988). Finding the limits of audience activity. Annals of the International Communication Association, 11(1): 108216.Google Scholar
Gunter, B. (2000). Media Research Methods. London: Sage.Google Scholar
Guthey, E., Clark, T. and Jackson, B. (2009). Demystifying Business Celebrity. London: Routledge.Google Scholar
Haijtema, D. (2011). De goeroegids. De beste Nederlandse managementdenkers. Amsterdam: Business Contact.Google Scholar
Hall, S. (1980). Encoding/decoding. Centre for Contemporary Cultural Studies (ed.) Culture, Media, Language: Working Papers in Cultural Studies, 79, 12838.Google Scholar
Hancock, P. and Tyler, M. (2019). Management Ideas in Everyday Life. In Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (eds.), The Oxford Handbook of Management Ideas, pp. 458–72. Oxford: Oxford University Press.Google Scholar
Harrington, C. L. and Bielby, D. D. (1995). Soap Fans: Pursuing Pleasure and Making Meaning in Everyday Life. Philadelphia: Templeton University Press.Google Scholar
Heritage, J. (1984). Garfinkel and Ethnomethodology. Cambridge: Polity Press.Google Scholar
Heritage, J. and Greatbatch, D. (1986). Generating applause: a study of rhetoric and response at party political conferences. American Journal of Sociology, 92(1): 110–57.Google Scholar
Heusinkveld, S. and Benders, J. (2005). Contested commodification: consultancies and their struggle with new concept development. Human Relations, 58(3): 283310.Google Scholar
Heusinkveld, S., Sturdy, A. and Werr, A. (2011). The co-consumption of management ideas and practices. Management Learning, 42(2): 139–47.Google Scholar
Heyden, M. L., Fourné, S. P., Koene, B. A., Werkman, R. and Ansari, S. (2017). Rethinking ‘top‐down’ and ‘bottom‐up’ roles of top and middle managers in organizational change: implications for employee support. Journal of Management Studies, 54(7): 961–85.Google Scholar
Hill, A. (2018). Media audiences and reception studies. In Di Giovanni, E. and Gambier, Y. (eds.), Reception Studies and Audiovisual Translation, pp. 319. Amsterdam/Philadelphia: John Benjamins.Google Scholar
Huczynski, A. (1993). Management Gurus: What Makes Them and How to Become One. London: Routledge.Google Scholar
Huising, R. (2016). From adapting practices to inhabiting ideas: how managers restructure work across organizations. In L. E. Cohen, M. D. Burton and M. Lounsbury (eds.), Research in the Sociology of Organizations, vol. 47, pp. 383–413.Google Scholar
Huisman, M. (2001). Decision-making in meetings as talk-in-interaction. International Studies of Management and Organization, 31(3): 6990.CrossRefGoogle Scholar
Jackall, R. (1988). Moral Mazes: The World of Corporate Managers. New York: Oxford University Press.Google Scholar
Jackson, B. (1996). Re-engineering the sense of self: the manager and the management guru. Journal of Management Studies, 33(5): 571590.Google Scholar
Jackson, B. (2001). Management Gurus and Management Fashions: A Dramatistic Inquiry. London: Routledge.Google Scholar
Jackson, B. (2002). A fantasy theme analysis of three guru-led management fashions. In Clark, T. and Fincham, R. (eds.), Critical Consulting: New Perspectives on the Management Advice Industry (pp. 172–88). Oxford: Basil Blackwell.Google Scholar
Jenkins, H. (2013). Textual Poachers: Television Fans and Participatory Culture. New York: Routledge.Google Scholar
Jensen, K. B. (1988). News as social resource: a qualitative empirical study of the reception of Danish television news. European Journal of Communication, 3(3): 275301.Google Scholar
Kangasharju, H. and Nikko, T. (2009). Emotions in organizations: joint laughter in workplace meetings. Journal of Business Communication, 46(1): 100–19.Google Scholar
Katz, E. (1959). Mass communications research and the study of popular culture: an editorial note on a possible future for this journal. Studies in Public Communication, 2(1): 16.Google Scholar
Katz, E., Blumler, J. G. and Gurevitch, M. (1974). Uses and gratification research. Public Opinion Quarterly, 37(4): 509–23.Google Scholar
Kelemen, M. (2000). Too much or too little ambiguity: the language of total quality management. Journal of Management Studies, 37(4): 483–98.Google Scholar
Kieser, A. (1997). Rhetoric and myth in management fashion. Organization, 4(1): 4974.Google Scholar
Kikoski, J. F. (1998). Effective communication in the performance appraisal interview: face-to-face communication for public managers in the culturally diverse workplace. Public Personnel Management, 27(4): 491513.Google Scholar
Kikoski, J. F. and Litterer, J. A. (1983). Effective communication in the performance appraisal interview. Public Personnel Management, 12(1): 3342.Google Scholar
Kim, J., and Rubin, A. M. (1997). The variable influence of audience activity on media effects. Communication Research, 24(2): 107–35.Google Scholar
Kim, S. (2004). Rereading David Morley’s the ‘nationwide’ audience. Cultural Studies, 18(1): 84108.Google Scholar
Kipnis, D., Schmidt, S. M. and Wilkinson, I. (1980). Intraorganizational influence tactics: explorations in getting one’s way. Journal of Applied Psychology, 65(4): 440–52.Google Scholar
Klapper, J. T. (1960). The Effects of Mass Communication. New York: The Free Press.Google Scholar
Knight, E. and Paroutis, S. (2016). Becoming salient: the TMT leader’s role in shaping the interpretive context of paradoxical tensions. Organization Studies, 38(3–4): 403–32.Google Scholar
Knights, D. and McCabe, D. (1998). ‘What happens when the phone goes wild?’: staff, stress and spaces for escape in a BPR telephone banking work regime. Journal of Management Studies, 35(2): 163–94.Google Scholar
Kortti, J. (2011). Multidimensional social history of television: social uses of Finnish television from the 1950s to the 2000s. Television & New Media, 12(4): 293313.Google Scholar
Kostova, T. and Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: institutional and relational effects. Academy of Management Journal, 45(1): 215–33.Google Scholar
Krohe, J. (2004). Look who’s talking. Across the Board, 41(4): 17.Google Scholar
Lammers, C. (1988). Transience and persistence of ideal types in organization theory. In DiTomaso, N. and Bacharach, S. (eds.), Research in the Sociology of Organizations, pp. 203–24. Greenwich, CT: JAI Press.Google Scholar
Larsson, M. and Lundholm, S. E. (2013). Talking work in a bank: a study of organizing properties of leadership in work interactions. Human Relations, 66(8): 1101–29.Google Scholar
Lawrence, T. B., Winn, M. I. and Jennings, P. D. (2001). The temporal dynamics of institutionalization. Academy of Management Review, 26(4): 624–44.Google Scholar
Lawrence, T., Mauws, M., Dyck, B. and Kleysen, R. (2005). The politics of organizational learning: integrating power into the 4I framework. Academy of Management Review, 20(1): 180–91.Google Scholar
Levy, M. R. and Windahl, S. (1984). Audience activity and gratifications: a conceptual clarification and exploration. Communication Research, 11(1): 5178.Google Scholar
Levy, M. R. and Windahl, S. (1985). The concept of audience activity. In Rosengren, K. E., Wenner, L. A. and Palmgreen, P. (eds.), Media Gratifications Research: Current Perspectives, pp. 109–22. Newbury Park, CA: Sage.Google Scholar
Lischinsky, A. (2008). Examples as persuasive argument in popular management literature. Discourse & Communication, 2(3): 243–69.Google Scholar
Liu, W. (2015). A historical overview of uses and gratifications theory. Cross-Cultural Communication, 11(9): 71–8.Google Scholar
Llewellyn, N. and Hindmarsh, J. (2013). The order problem: inference and interaction in interactive service work. Human Relations, 66(11): 1401–26.Google Scholar
Lull, J. (1980). The social uses of television. Human Communication Research, 6(3): 197209.Google Scholar
Lull, J. (1982). How families select television programs: a mass‐observational study. Journal of Broadcasting & Electronic Media, 26(4): 801–11.Google Scholar
Lull, J. (2014). Inside Family Viewing: Ethnographic Research on Television’s Audiences. Abingdon: Routledge.Google Scholar
Madsen, D. Ø. (2020). Book Review: The Oxford Handbook of Management Ideas. Organization Studies, https://journals.sagepub.com/doi/full/10.1177/0170840620943131.Google Scholar
Mazza, C. and Alvarez, J. L. (2000). Haute couture and prêt-à-porter: the popular press and the diffusion of management practices. Organization Studies, 21(3): 567–88.Google Scholar
McCabe, D. (2011). Opening Pandora’s box: the unintended consequences of Stephen Covey’s effectiveness movement. Management Learning, 42(2): 183–97.Google Scholar
McCabe, D. and Russell, S. (2017). ‘The costumes don’t do it for me’: obstacles to the translation of ‘new’ management ideas. Management Learning, 48(5): 566–81.Google Scholar
McCann, L., Hassard, J. S., Granter, E. and Hyde, P. J. (2015). Casting the lean spell: the promotion, dilution and erosion of lean management in the NHS. Human Relations, 68(10): 1557–77.Google Scholar
McDermott, A. M., Fitzgerald, L. and Buchanan, D. A. (2013). Beyond acceptance and resistance: entrepreneurial change agency responses in policy implementation. British Journal of Management, 24, S93S115.Google Scholar
McIlvenny, P. (1996). Heckling in Hyde Park: verbal audience participation in popular public discourse. Language in Society, 25(1): 2760.Google Scholar
McQuail, D. (2010). Mass Communication Theory. London: Sage.Google Scholar
McQuail, D., Blumler, J. G. and Brown, J. (1972). The television audience: a revised perspective. In McQuail, D. (ed.), Sociology of Mass Communication, pp. 135–65. Harmondsworth: Penguin.Google Scholar
Meyer, J. C. (2000). Humor as a double-edged sword: four functions of humor in communication. Communication Theory, 10(3): 310–31.Google Scholar
Micklethwait, J. and Wooldridge, A. (1996). The Witch Doctors: What Management Gurus Are Saying, Why It Matters and How to Make Sense of It. London: Heinemann.Google Scholar
Miles, M. B. and Huberman, M. A. (1994). Qualitative Data Analysis: An Expanded Sourcebook. Thousand Oaks, CA: Sage.Google Scholar
Miller, W. and C’de Baca, J. (2001). Quantum Change: When Epiphanies and Sudden Insights Transform Ordinary Lives. New York: Guilford Press.Google Scholar
Mintzberg, H. (1971). Managerial work: analysis from observation. Management Science, 18(2): B97B110.Google Scholar
Mol, M., Birkinshaw, J. and Foss, N. J. (2019). The system of management ideas. In Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (eds.), The Oxford Handbook of Management Ideas, pp. 2541. Oxford: Oxford University Press.Google Scholar
Moores, S. (1993). Interpreting Audiences: The Ethnography of Media Consumption. London: Sage.Google Scholar
Morley, D. (2003). Television, Audiences and Cultural Studies. London: Routledge.Google Scholar
Morley, D. (2005). Family Television: Cultural Power and Domestic Leisure. London: Routledge.Google Scholar
Morley, D. and Silverstone, R. (1990). Domestic Communication: Technologies and Meanings. Media, Culture & Society, 12(1): 3155.Google Scholar
Morris, T. and Lancaster, Z. (2006). Translating management ideas. Organization Studies, 27(2): 207–33.Google Scholar
Mueller, F. and Carter, C. (2005). The scripting of total quality management within its organizational biography. Organization Studies, 26(2): 221–47.Google Scholar
Mueller, F. and Whittle, A. (2011). Translating management ideas: a discursive devices analysis. Organization Studies, 32(2): 187210.Google Scholar
Nicolai, A. T. and 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): 874–88.Google Scholar
Nicolai, A. T., Schulz, A. C. and Thomas, T. W. (2010). What Wall Street wants: exploring the role of security analysts in the evolution and spread of management concepts. Journal of Management Studies, 47(1): 162–89.Google Scholar
Nielsen, M. F. (2009). Interpretative management in business meetings: understanding managers’ interactional strategies through conversation analysis. Journal of Business Communication, 46(1): 2356.Google Scholar
Nijholt, J. J., Bezemer, P. J. and Reinmoeller, P. (2016). Following fashion: visible progressiveness and the social construction of firm value. Strategic Organization, 14(3): 220–47.Google Scholar
O’Mahoney, J., Heusinkveld, S. and Wright, C. (2013). Commodifying the commodifiers: the impact of procurement on management knowledge. Journal of Management Studies, 50(2): 204–35.Google Scholar
Örtenblad, A. (2007). Senge’s many faces: problem or opportunity? The Learning Organization, 14(2): 108–22.Google Scholar
Örtenblad, A. (ed.) (2015). Handbook of Research on Management Ideas and Panaceas. Cheltenham: Edward Elgar.Google Scholar
Oshima, S. (2014). Achieving consensus through professionalized head nods: the role of nodding in service encounters in Japan. Journal of Business Communication, 51(1): 3157.Google Scholar
Outila, V., Piekkari, R., Mihailova, I. and Angouri, J. (2020). ‘Trust but verify’: how middle managers in a multinational use proverbs to translate an imported management concept. Organization Studies, https://journals.sagepub.com/doi/full/10.1177/0170840620934065.Google Scholar
Pagel, S. and Westerfelhaus, R. (2005). Charting managerial reading preferences in relation to popular management theory books: a semiotic analysis. The Journal of Business Communication, 42(4): 420448.Google Scholar
Palmgreen, P. and Rayburn, J. D. (1982). Gratifications sought and media exposure: an expectancy value model. Communication Research, 9(4): 561–80.Google Scholar
Palmgreen, P., Wenner, L. A. and Rayburn, J. D. (1980). Relations between gratifications sought and obtained: a study of television news. Communication Research, 7(2): 161–92.Google Scholar
Peccei, R. and Rosenthal, P. (2000). Front-line responses to customer orientation programmes: a theoretical and empirical analysis. International Journal of Human Resource Management, 11(3): 562–90.Google Scholar
Perse, E. M. (1990). Audience selectivity and involvement in the newer media environment. Communication Research, 17(5): 675–97.Google Scholar
Peters, P. and Heusinkveld, S. (2010). Institutional explanations for managers’ attitudes towards telehomeworking. Human Relations, 63(1): 107–35.Google Scholar
Piazza, A. and Abrahamson, E. (2020). Fads and fashions in management practices: taking stock and looking forward. International Journal of Management Reviews, 22(3): 264–86.Google Scholar
Psathas, G. (1995). Conversation Analysis: The Study of Talk-in-Interaction. Thousand Oaks, CA: Sage.Google Scholar
Radaelli, G. and Sitton‐Kent, L. (2016). Middle managers and the translation of new ideas in organizations: a review of micro‐practices and contingencies. International Journal of Management Reviews, 18(3): 311–32.Google Scholar
Rayburn, J. D. and Palmgreen, P. (1984). Merging uses and gratifications and expectancy-value theory. Communication Research, 11(4): 537–62.Google Scholar
Reay, T., Chreim, S., Golden-Biddle, K. et al. (2013). Transforming new ideas into practice: an activity based perspective on the institutionalization of practices. Journal of Management Studies, 50(6): 963–90.Google Scholar
Røvik, K. A. (2011). From fashion to virus: an alternative theory of organizations’ handling of management ideas. Organization Studies, 32(5): 631–53.Google Scholar
Røvik, K. A. (2002). The secrets of the winners: management ideas that flow. In Sahlin-Andersson, K. and Engwall, L. (eds.), The Expansion of Management Knowledge: Carriers, Ideas and Sources, pp. 113–44. Stanford, CA: Stanford University Press.Google Scholar
Rubin, A. M. (2009). Uses-and-gratifications perspective on media effects. In Jennings, B. and Oliver, M.B. Media Effects: Advances in Theory and Research, pp. 181200. London: Routledge.Google Scholar
Rubin, A. M. and Perse, E. M. (1987). Audience activity and soap opera involvement: a uses and effects investigation. Human Communication Research, 14(2): 246–68.Google Scholar
Rubin, H. J. and Rubin, I. S. (1995). Qualitative Interviewing: The Art of Hearing Data. Thousand Oaks, CA: Sage.Google Scholar
Ruggiero, T. E. (2000). Uses and gratifications theory in the 21st century. Mass Communication & Society, 3(1): 337.Google Scholar
Sahlin-Andersson, K. and Engwall, L. (2002). The Expansion of Management Knowledge: Carriers, Flows, and Sources. Stanford, CA: Stanford University Press.Google Scholar
Sandvoss, C. (2005). Fans: The Mirror of Consumption. Cambridge: Polity.Google Scholar
Sandvoss, C., Gray, J. and Harrington, C. L. (2017). Why still study fans? In Gray, J., Sandvoss, C. and Harrington, C. L. (eds.), Fandom: Identities and Communities in a Mediated World, pp. 126. New York: NYU Press.Google Scholar
Scarborough, H. and Swan, J. (2001). Explaining the diffusion of knowledge management: the role of fashion. British Journal of Management, 12(1): 312.Google Scholar
Scarbrough, H., Robertson, M. and Swan, J. (2015). Diffusion in the face of failure: the evolution of a management innovation. British Journal of Management, 26(3): 365–87.Google Scholar
Scardaville, M. C. (2005). Accidental activists: fan activism in the soap opera community. American Behavioral Scientist, 48(7): 881901.Google Scholar
Scheuer, J. (2014). Managing employees’ talk about problems in work in performance appraisal interviews. Discourse Studies, 16(3): 407–29.Google Scholar
Scott, W. R. (2001). Institutions and Organizations. Thousand Oaks, CA: Sage.Google Scholar
Silverstone, R. (1994). Television and Everyday life. London: Routledge.Google Scholar
Sims, D., Huxham, C. and Beech, N. (2009). On telling stories but hearing snippets: sense-taking from presentations of practice. Organization, 16(3): 371–88.Google Scholar
Sonenshein, S. (2010). We’re changing – or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation. Academy of Management Journal, 53(3): 477512.Google Scholar
Sorge, A. and Van Witteloostuijn, A. (2004). The (non) sense of organizational change: An essai about universal management hypes, sick consultancy metaphors, and healthy organization theories. Organization Studies, 25(7): 1205–31.Google Scholar
Spell, C. (1999). Where do management fashions come from, and how long do they stay for? Journal of Management History, 5(6): 334–48.Google Scholar
Spell, C. S. (2001). Management fashions: where do they come from, and are they old wine in new bottles? Journal of Management Inquiry, 10(4): 358–73.Google Scholar
Spyridonidis, D. and Currie, G. (2016). The translational role of hybrid nurse middle managers in implementing clinical guidelines: effect of, and upon, professional and managerial hierarchies. British Journal of Management, 27(4): 760–77.Google Scholar
Staw, B. M. and Epstein, L. D. (2000). What bandwagons bring: effects of popular management techniques on corporate performance, reputation, and CEO pay. Administrative Science Quarterly, 45(3): 523–56.Google Scholar
Strang, D. (2010). Learning by example: Imitation and Innovation at a Global Bank. Princeton, NJ: Princeton University Press.Google Scholar
Strang, D. and Siler, K. (2017). From ‘just the facts’ to ‘more theory and methods, please’: the evolution of the research article in Administrative Science Quarterly, 1956–2008. Social Studies of Science, 47(4): 528–55.Google Scholar
Strang, D., David, R. J. and Akhlaghpour, S. (2014). Coevolution in management fashion: an agent-based model of consultant-driven innovation. American Journal of Sociology, 120(1): 226–64.Google Scholar
Sturdy, A. (1997). The consultancy process: an insecure business? Journal of Management Studies, 34(3): 389413.Google Scholar
Sturdy, A. (1998). Customer care in a consumer society: smiling and sometimes meaning it? Organization, 5(1): 2753.Google Scholar
Sturdy, A. (2004). The adoption of management ideas and practices: theoretical perspectives and possibilities. Management Learning, 35(2): 155–79.Google Scholar
Sturdy, A. (2011). Consultancy’s consequences? A critical assessment of management consultancy’s impact on management. British Journal of Management, 22(3): 517–30.Google Scholar
Sturdy, A. and Fleming, P. (2003). Talk as technique: a critique of the words and deeds distinction in the diffusion of customer service cultures in call centres. Journal of Management Studies, 40(4): 753–73.Google Scholar
Sturdy, A. and Gabriel, Y. (2000). Missionaries, mercenaries or car salesmen? MBA teaching in Malaysia. Journal of Management Studies, 37(7): 9791002.Google Scholar
Sturdy, A., Brocklehurst, M., Winstanley, D. and Littlejohns, M. (2006). Management as a (self) confidence trick: management ideas, education and identity work. Organization, 13(6): 841–60.Google Scholar
Sturdy, A., Clark, T., Handley, K. and Fincham, R. (2009). Management Consultancy: Boundaries and Knowledge in Action. Oxford: Oxford University Press.Google Scholar
Sturdy, A., Heusinkveld, S., Reay, T. and Strang, D. (2019). The Oxford Handbook of Management Ideas. Oxford: Oxford University Press.Google Scholar
Suddaby, R. (2019). Objectivity and truth: the role of the essay in management scholarship. Journal of Management Studies, 56(2): 441–47.Google Scholar
Suddaby, R. and Greenwood, R. (2001). Colonizing knowledge: commodification as a dynamic of jurisdictional expansion in professional service firms. Human Relations, 54(7): 933–53.Google Scholar
Sullivan, J. L. (2013). Media Audiences: Effects, Users, Institutions, and Power. Thousand Oaks, CA: Sage.Google Scholar
Svennevig, J. (2012). Interaction in workplace meetings. Discourse Studies, 14(1): 310.Google Scholar
Svennevig, J. (2008). Exploring leadership conversations. Management Communication Quarterly, 21(4): 529–36.Google Scholar
TED (2009). Simon Sinek: how great leaders inspire action. Retrieved August 4, 2020, from https://bit.ly/349HOfq.Google Scholar
TED (2011). Tim Harford: trial, error and the God complex. Retrieved August 4, 2020, from https://bit.ly/2Wh65LX.Google Scholar
TED (2013). Rosalinde Torres: what it takes to be a great leader. Retrieved August 4, 2020, from https://bit.ly/3a5htmq.Google Scholar
Tefertiller, A. and Sheehan, K. (2019). TV in the streaming age: motivations, behaviors, and satisfaction of post-network television. Journal of Broadcasting & Electronic Media, 63(4): 595616.Google Scholar
ten Bos, R. and Heusinkveld, S. (2007). The guru’s gusto: management fashion, performance and taste. Journal of Organizational Change Management, 20(3): 304–25.Google Scholar
Tengblad, S. (2006). Is there a ‘new managerial work’? A comparison with Henry Mintzberg’s classic study 30 years later. Journal of Management Studies, 43(7): 1437–61.Google Scholar
The Economist (1994a). A continent without gurus. The Economist, 4 June, p. 90.Google Scholar
The Economist (1994b). Tom Peters, performance artist. The Economist, 24 September, p. 101.Google Scholar
Thomas, R., Sargent, L. D. and Hardy, C. (2011). Managing organizational change: negotiating meaning and power-resistance relations. Organization Science, 22(1): 2241.Google Scholar
Thorne, S. and Bruner, G. C. (2006). An exploratory investigation of the characteristics of consumer fanaticism. Qualitative Market Research, 9(1): 5172.Google Scholar
Vaara, E. and Monin, P. (2010). A recursive perspective on discursive legitimation and organizational action in mergers and acquisitions. Organization Science, 21(1): 322.Google Scholar
Vaara, E., Tienari, J. and Laurila, J. (2006). Pulp and paper fiction: on the discursive legitimation of global industrial restructuring. Organization Studies, 27(6): 789813.Google Scholar
Valenzuela, S., Bachmann, I. and Aguilar, M. (2019). Socialized for news media use: how family communication, information-processing needs, and gratifications determine adolescents’ exposure to news. Communication Research, 46(8): 1095–118.Google Scholar
van Grinsven, M., Heusinkveld, S. and Cornelissen, J. (2016). Translating management concepts: towards a typology of alternative approaches. International Journal of Management Reviews, 18(3): 271–89.Google Scholar
van Grinsven, M., Sturdy, A. and Heusinkveld, S. (2020). Identities in translation: management concepts as means and outcomes of identity work. Organization Studies, 41(6): 873–97.Google Scholar
van Rossem, A., Heusinkveld, S. and Buelens, M. (2015). The consumption of management ideas: a cognitive perspective. Management Decision, 53(10): 2356–76.Google Scholar
van Veen, K., Bezemer, J. and Karsten, L. (2011). Diffusion, translation and the neglected role of managers in the fashion setting process: the case of MANS. Management Learning, 42(2): 149–64.Google Scholar
Visscher, K. , Heusinkveld, S. and O’Mahoney, J. (2018). Bricolage and identity work. British Journal of Management, 29(2): 356–72.Google Scholar
Watson, T. (1994). Management flavours of the month: their role in managers’ lives. International Journal of Human Resource Management, 5(4): 892909.Google Scholar
Webster, J. G. (1998). The audience. Journal of Broadcasting & Electronic Media, 42(2): 190207.Google Scholar
Westphal, J. D., Gulati, R. and 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): 366–94.Google Scholar
Wilhelm, H. and Bort, S. (2013). How managers talk about their consumption of popular management concepts: identity, rules and situations. British Journal of Management, 24(3): 428–44.Google Scholar
Younkin, P. (2016). Complicating abandonment: how a multi-stage theory of abandonment clarifies the evolution of an adopted practice. Organization Studies, 37(7): 1017–53.Google Scholar
Yukl, G. and Falbe, C. M. (1990). Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology, 75(2): 132–40.Google Scholar
Zeitz, G., Mittal, V. and McAulay, B. (1999). Distinguishing adoption and entrenchment of management practices: a framework for analysis. Organization Studies, 20(5): 741–76.Google Scholar
Zbaracki, M. (1998). The rhetoric and reality of Total Quality Management. Administrative Science Quarterly, 43(3): 602–36.Google Scholar
Zilber, T. B. (2006). The work of the symbolic in institutional processes: translations of rational myths in Israeli high tech. Academy of Management Journal, 49(2): 281303.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@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 saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved 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.

Available formats
×

Save book to Dropbox

To save content items to your account, please 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 account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please 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 account. Find out more about saving content to Google Drive.

Available formats
×