'Waiting for dead men's shoes': Towards a cultural understanding of management innovation

Human Relations

Volumn 55, Issue 5, 2002, Pages 505-536

  McCabe, Darren ^a  

^a KEELE UNIVERSITY   (United Kingdom)

Author keywords

Culture; Innovation; Qualitative; Quality; Reengineering; Technology

Indexed keywords

EID: 0036337828     PISSN: 00187267     EISSN: None     Source Type: Journal    
DOI: 10.1177/0018726702055005426     Document Type: Article

References (72)

1. The emergence and prevalence of employee management rhetorics: The effects of long waves, labour unions, and turnover, 1875 to 1992
2. Management fashion: Lifecycles, triggers and collective learning processes
3. The use of cycles? Explaining employee involvement in the 1990s
4. Tightening the iron cage: Concertive control in self-managing teams
5. Design and devotion: Surges of rational and normative ideologies of control in managerial discourse
6. Cultures of culture: Academics, practitioners and the pragmatics of normative control
7. Whatever happened to organizational anthropology? A review of the field of organizational ethnography and anthropological studies
8. Introduction: Partial truths
9. Reengineering: Business change of mythic proportions?
10. Pushing back the frontiers: Management control and work intensification under JIT/TQM factory regimes
11. The coming of the new organization
12. The cult[ute] of the customer
13. Management by panacea: Accounting for transcience
14. Establishing blissful clarity in organizational life: Managers
15. Explaining the succession of management fads
16. Re-engineering the sense of self: The manager and the management guru
17. Management, masculinity and manipulation: From paternalism to corporate strategy in financial services in Britain
18. Organisational culture as management strategy: A critique and illustration from the financial services industry
19. It's a very foreign discipline': The genesis of expenses control in a mutual life insurance company
20. Quality circles after the fad
21. Quality in the service industry: A review
22. The social anthropology of management
23. On reading organizational culture
24. Financial services: 'Every which way but quality'
25. Total Quality Management: Anti-union trojan horse or management albatross?
26. The swings and roundabouts of innovating for quality in UK financial services
27. Introduction
28. Introduction
29. The influence of managerial relations on waves of employee involvement
30. 'What do bosses do?': The origins and functions of hierarchy in capitalist production
31. Organizational culture: Origins and weaknesses
32. Social choice in machine design: The use of automatically controlled machine tools
33. Working together, working apart: Management culture in a manufacturing firm
34. Should the labour movement buy TQM?
35. On studying organizational cultures
36. What is participation for? A critical evaluation of 'labour process' analysis of job reform
37. Reinventing the wheel? A review of the development and performance of employee involvement
38. Cycles of control: Worker participation in sociological and historical perspective
39. Corporate culture: The last frontier of control
40. Perspectives on innovation in organizations
41. Concepts of culture and organizational analysis
42. Ideology, quality and TQM
43. Universal solutions or local contingencies? Tensions and contradictions in the mutual shaping of technology and work organisation
44. Images and ideals of management work: A critical examination of conceptual and empirical accounts
45. Strength is ignorance: Slavery is freedom: Managing culture in modern organisations
46. Rethinking management and managerial work: Capitalism, control and subjectivity
47. Introduction
48. On the naming of the rose: Interests and multiple meanings as elements of organizational culture