Coevolution in management fashions: The case of self-managing teams in the Netherlands

Group and Organization Management

Volumn 32, Issue 6, 2007, Pages 628-652

  Nijholt, Jurriaan J ^a   Benders, Jos ^a  

^a RADBOUD UNIVERSITY NIJMEGEN   (Netherlands)

Author keywords

Management fashion; Organization concepts; Self managing teams; The Netherlands

Indexed keywords

EID: 35648984079     PISSN: 10596011     EISSN: 15523993     Source Type: Journal    
DOI: 10.1177/1059601106293781     Document Type: Article

References (59)

1. Abrahamson, E. (1991). Managerial fads and fashions: The diffusion and rejection of innovations. Academy of Management Review, 18, 487-517.
2. Abrahamson, E. (1996). Management fashion. Academy of Management Review, 21, 254-285.
3. Abrahamson, E., & Fairchild, G. (1999). Management fashion: Lifecycles, triggers, and collective learning processes. Administrative Science Quarterly, 44, 708-740.
4. Appelbaum, E., & Batt, R. (1994). The new American workplace: Transforming work systems in the United States. Ithaca, NY: ILR Press.
5. Barley, S.R., & Kunda, G. (1992). Design and devotion: Surges of rational and normative ideologies of control in managerial discourse. Administrative Science Quarterly, 37, 363-399.
6. Barley, S.R., Meyer, G.W., & Gash, D.C. (1988). Cultures of culture: Academics, practitioners and the pragmatics of normative control. Administrative Science Quarterly, 33, 24-60.
7. Benders, J., Huijgen, F., & Pekruhl, U. (2002). What do we know about the incidence of group work (if anything)? Personnel Review, 31, 271-285.
8. Benders, J., Huijgen, F., Pekruhl, U., & O'Kelly, K.P. (1999). Useful but unused-Group work in Europe: Findings from the EPOC survey. Dublin, Ireland: European Foundation for the Improvement of Living and Working Conditions.
9. Benders, J., Nijholt, J.J., & Heusinkveld, S. (in press). Using print media indicators in management fashion research. Quality and Quantity.
10. Benders, J., & Van Bijsterveld, M. (2000). Leaning on lean: The reception of a management fashion in Germany. New Technology, Work and Employment, 15, 50-64.
11. Benders, J., & Van Hootegem, G. (1999). Teams and their context: Moving the team discussion beyond existing dichotomies. Journal of Management Studies, 36, 609-628.
12. Benders, J., & Van Veen, K. (2001). What's in a fashion? Interpretative viability and management fashion. Organization, 8, 33-53.
13. Benders, J., & Verlaar, S. (2003). Lifting parts: Putting conceptual insights into practice. International Journal of Operations and Production Management, 23, 757-774.
14. Borghans, L., & Ter Weel, B. (2003). ICT en de organisatie van werk in Nederland: Een studie op basis van het OSA arbeidsvraagpanel 1988-2000 [ICT and the organization of work in the Netherlands: A study based on the OSA labor panel]. Tilburg, The Netherlands: Organisatie voor Strategisch Arbeidsmarktonderzoek.
15. Braam, G., Heusinkveld, S., Aubel, A., & Benders, J. (2001). De Balanced Score Card in Nederland: Een empirische optiek [The Balanced Score Card in the Netherlands: An empirical view]. Accounting, 105, 405-414.
16. Buchanan, D. (2000). An eager and enduring embrace: The ongoing rediscovery of teamworking as a management idea. In S. Procter & F. Mueller (Eds.), Teamworking (pp. 25-42). London: Macmillan.
17. 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, 1143-1158.
18. Cohen, B.C. (1963). The press and foreign policy. Princeton, NJ: Princeton University Press.
19. Cole, R.E. (1985). The macropolitics of organizational change: A comparative analysis of the spread of small-group activities. Administrative Science Quarterly, 30, 560-585.
20. Clark, T. (2004). The fashion of management fashion: A surge too far? Organization, 11, 297-306.
21. Czarniawska, B., & Sevn, G. (1996). Introduction. In B. Czarniawska & G. Sevn (Eds.), Translating organizational change (pp. 1-12). Berlin, Germany: Walter de Gruyter.
22. David, R.J., & Strang, D. (2006). When fashion is fleeting: Transitory collective beliefs and the dynamics of TQM consulting. Academy of Management Journal, 49, 215-233.
23. De Sitter, L.U., Den Hertog, J.F., & Dankbaar, B. (1997). From complex organizations with simple jobs to simple organizations with complex jobs. Human Relations, 50, 497-534.
24. Den Hertog, J.F. (1990). De lerende organisatie: Lessen uit Zweden [The learning organization: Lessons from Sweden]. In A. Buitendam & D. Dumas (Eds.), Het Zweedse model: Geschikt voor import? (pp. 123-130). Maastricht, The Netherlands: Van Gorcum.
25. Dearing, J.W., & Rogers, E.M. (1996). Communication concepts 6: Agenda-setting. Thousand Oaks, CA: Sage.
26. Dhondt, S., Wiezer, N., Kraan, K., & Goudswaard, A. (2000). Arbeid in de informatiemaatschappij: De situatie in het Nederlandse bedrijfsleven anno 1998 [Labor in the information society; The situation in Dutch business in 1998]. Hoofddorp, The Netherlands: TNO Arbeid.
27. Fincham, R., & Roslender, R. (2004). Rethinking the dissemination of management fashion: Accounting for intellectual capital in UK case firms. Management Learning, 35, 321-335.
28. Gibson, J.W., Tesone, D.V., & Blackwell, C.W. (2003). Management fads: Here yesterday, gone today? SAM Advanced Management Journal, 68, 12-17.
29. Gill, J., & Whittle, S. (1993). Management by panacea: Accounting for transience. Journal of Management Studies, 30, 281-295.
30. Grint, K. (1997). TQM, BPR, JIT, BSCs and TLAs: Managerial waves or drownings? Management Decision, 35, 731-738.
31. Guilln, M.F. (1994). Models of management: Work, authority and organization in a comparative perspective. Chicago: University of Chicago Press.
32. Hamde, K. (2002). Teamwork: Fashion or institution? Economic and Industrial Democracy, 23, 389-420.
33. Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business revolution. London: Brealey.
34. Heusinkveld, S. (2004). Surges and sediments: Organization concepts between transience and continuity. Nijmegen, The Netherlands: University of Nijmegen.
35. Heusinkveld, S., & Benders, J. (2001). Surges and sediments: Shaping the reception of reengineering. Information and Management, 38, 241-253.
36. Jackson, B.G. (1996). Re-engineering the sense of self: The manager and the manager guru. Journal of Management Studies, 33, 571-591.
37. Karsten, L., & Van Veen, K. (1998). Managementconcepten in beweging [Management concepts on the move]. Assen, The Netherlands: Van Gorcum.
38. Kieser, A. (1997). Rhetoric and myth in management fashion. Organization, 4, 49-74.
39. Koppens, J. (2003). De tragiek van zelfsturende teams [The tragedy of self-managing teams]. Tijdschrift voor HRM, 6, 7-9.
40. Kraan, K.O., Dhondt, S., Van Sloten, G.C., & Van de Bovenkamp, J.M. (2003). Arbeid in de informatiemaatschappij anno 2002: Een weergave van de situatie in het Nederlandse bedrijfsleven [Labor in the information society in 2002: An account of the situation in Dutch business]. Hoofddorp, The Netherlands: TNO Arbeid.
41. Meyer, J.W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340-363.
42. Miller, D., Hartwick, J., & Le Breton-Miller, I. (2004). How to detect a management fad-and distinguish it from a classic. Business Horizons, 47, 7-14.
43. Newell, S., Swan, J., & Robertson, M. (1998). A cross-national comparison of the adoption of business process reengineering: Fashion-setting networks? Journal of Strategic Information Systems, 7, 299-317.
44. Ortmann, G. (1995). Formen der Produktion: Organisation und Rekursivitt [Forms of production: Organization and recursivity]. Opladen, Germany: Westdeutscher Verlag.
45. Osterman, P. (2000). Work reorganization in an era of restructuring: Trends in diffusion and impacts on employee welfare. Industrial and Labor Relations Review, 53, 179-196.
46. Pascale, R.T. (1990). Managing on the edge: How Japanese companies use conflict to stay ahead. New York: Simon & Schuster.
47. Peters, T. (1987). Thriving on chaos: Handbook for a management revolution. New York: Knopf.
48. Ponzi, L. (2002). The intellectual structure and interdisciplinary breadth of knowledge management: A bibliometric study of its early stage of development. Scientometrics, 55, 259-272.
49. Rogers, E.M. (1995). Di fusion of innovations (4 th ed.). New York: Free Press.
50. Røvik, K.A. (1998). Moderne organisasjioner [Modern organisations]. Oslo, Norway: Fagbok-forlaget.
51. Shenhav, Y. (1995). From chaos to systems: The engineering foundations of organization theory, 1879-1932. Administrative Science Quarterly, 40, 557-587.
52. Spell, C.S. (2001). Management fashions: Where do they come from, and are they old wine in new bottles? Journal of Management Inquiry, 10, 358-373.
53. Strang, D., & Kim, Y.M. (2004). The diffusion and domestication of managerial innovations: The spread of scientific management, quality circles, and TQM between the US and Japan. In S. Ackroyd, R. Batt, P. Thompson, & P. S. Tolbert (Eds.), The Oxford handbook of work and organization (pp. 177-199). Oxford, UK: Oxford University Press.
54. Swan, J. (2004). Reply to Clark: The fashion of management fashion. Organization, 11, 307-313.
55. Trist, E.L., & Bamforth, K.W. (1951). Some social and psychological consequences of the long wall method of coal-getting. Human Relations, 4, 3-38.
56. Van Amelsvoort, P., & Scholtes, G. (1997). Zelfsturende teams: Ontwerpen, invoeren en begeleiden [Self-managing teams: Design, implementation and support] (2 nd ed.). Vlijmen, The Netherlands: ST-Groep.
57. Van Klaveren, M., & Tom, T. (1995). All-round groepswerk: Doen of doen alsof? [All-round group work: To do or to pretend?] Tijdschrift voor Arbeidsvraagstukken, 11, 21-33.
58. Westrup, C. (2003). Discourse, management fashions, and ERP systems. In E. H. Wynn, E. A. Whitley, M. D. Myers, & J. I. DeGross (Eds.), Global and organizational discourse about information technology (pp. 401-418). Dordrecht, The Netherlands: Kluwer Academic.
59. Zeitz, G., Mittal, V., & McAulay, B. (1999). Distinguishing adoption and entrenchment of management practices: A framework for analysis. Organization Studies, 20, 741-776.