Tutorial 1 Management Fad/ Fashion Flashcards
Is evidence-based management a fad?
Evidence-based management
suggests obtaining the best available scientific evidence and using the tools in the evidence based management toolbox. Having the best available evidence can be useful but this is absolutely not enough. It will be a step in the right direction to acknowledge that effective decision-makers both assess and reflect. As more and more people realize this, the attention to evidence-based management is likely to lessen. Evidence-based management may fade away, like the fads in the list above.
List of Management Fads
Agile* Annosi et al. (2020)
AI appreciative inquiry Bushe (2011) and Geldenhuys (2020)
AI artificial intelligence Winston and Brown (1984)
Balanced scorecard Dechow (2012)
Behavioral finance Lo (2017)
Big data Gonzalez (2017)
Blue ocean strategy Mauborgne and Kim (2005)
BPR business process reengineering* Wang (2008)
CSR corporate social responsibility Golob et al. (2013) and White (2005)
CSR customer service relations Froehle (2006) and Little et al. (2013)
DT design thinking Spee and Basaiawmoit (2016)
Employee engagement* Li and Bunchapattanasakda (2019) and Sharma (2021)
Five forces Pfeffer (1995)
High-performance management Lloyd and Payne (2006) and Tweedie et al. (2018)
IoE internet of everything Joseph et al. (2017)
IoT internet of things Joseph et al. (2017)
JIT just in time Jette and Padgaonkar (2021)
Job enrichment Hackman (1975)
Knowledge management* Martensson (2000)
Lean management* Jette and Padgaonkar (2021)
Learning organization* Adzic (2018)
MBO management by objective* Spell (2001)
Microfoundations Aguinis and Molina-Azorın (2015)
Mindmapping Gavens et al. (2021)
OB Mod organizational behavior modification Locke (1977)
OD organizational development Denison and Spreitzer (1991)
Performance-based management Tweedie et al. (2018)
PPBS planning programming budgeting system Hoecht (2006)
RBV resource-based view Priem and Butler (2001)
Right brain Lindell and Kidd (2011)
Scientific management Busse et al. (2016)
Second life Page (2011)
Sensitivity training Back (1987)
Six sigma* Naslund (2008)
Sustainability Burritt and Schaltegger (2010)
Social audit Carroll and Beiler (1975)
SWOT analysis Helms and Nixon (2010)
Systems approach Bryer (1979) and Grewatsch (2019)
Talent management* Iles et al. (2010)
Theory Z Ouchi (1981) and Godkin et al. (1996)
TQM total quality management*/quality circles Strang and Macy (2001)
Triple bottom line Elkington (1997) and Henriques and Richardson (2004)
Value engineering Kissi et al. (2016) and Mousakhani et al. (2017)
VR virtual reality Brooks (1999)
Zero-based budgeting
Characteristics of a Fad (Matthew, 2015)
“Agreed characteristics of fads include” (Matthews, 2015):
Perceived simplicity and ease of implementation.
Prescriptive answers to complex issues and problems.
The promise of short-term gains and big promises.
Equal applicability to all organizations and all situations.
Are resources (both financial and non-financial) hungry.
Targeting specific contemporary issues.
Seemingly novel – but not overly radical answers.
Have the support of recognized individuals who actively promote ideas (Miller and
Hartwick, 2002; Shapiro, 1995; Best, 2006; Naslund, 2008; Carson et al., 1999; Collins,
2008) [of these six listed by Matthews we have not seen Collins, 2008]
Revised list of Fad Characteristics - with increased attention to the temporal element (Hulpke & Fronmueller)
have a simple to remember the name, often abbreviated into initials (e.g. MBO);
prescribe answers to complex issues and problems;
promise short-term gains, high long term achievement;
claim applicability to various types of organizations and situations;
require resources-both financial and non-financial;
target specific contemporary issues;
claim to be new;
have the support of key individuals, active promoters;
often be described in very positive or very negative terms; and
come and go, typically following a cycle of incubation, take-off, rising popularity,
decline.
