Management fads: the case of the self‐managed team
Abstract
Purpose
To critically analyze why the implementation of self‐managed teams often leads to disappointment.
Design/methodology/approach
The methodology used is qualitative. It is based on the theory of microstoria (Boje) and entails in‐depth interviews and dialogue to collect data.
Findings
The introduction of the new concept (self‐managed teams) did not start an intensive management discourse. Management largely discussed the concept and decided to implement it, without consulting the employees who had to work with the concept. This led to misunderstandings and resistance to the concept of self‐managing.
Research limitations/implications
The research was conducted in only two organisations.
Practical implications
The primary reason why the concept was poorly implemented was that management did not understand the process of shared meaning. Creating a proper “dialogue” is important for implementing new management concepts.
Originality/value
This paper offers a social constructionist point of view to critically evaluate new management concepts such that they do not become fads.
Keywords
Citation
Flory, M. (2005), "Management fads: the case of the self‐managed team", Benchmarking: An International Journal, Vol. 12 No. 3, pp. 275-282. https://doi.org/10.1108/14635770510600384
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited