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Cited by 1,129

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Management Fashion: Lifecycles, Triggers, and Collective Learning Processes

Abrahamson, Eric, Fairchild, Gregory·1999·Administrative Science Quarterly

Abstract

This theory-development case study of the quality circle management fashion focuses on three features of management-knowledge entrepreneurs' discourse promoting or discrediting such fashions: its lifecycle, forces triggering stages in its lifecycle, and the type of collective learning it fostered. Results suggest, first, that variability in when different types of knowledge entrepreneurs begin, continue, and stop promoting fashions explains variability in their lifecycles; second, that historically unique conjunctions of forces, endogenous and exogenous to the management-fashion market, trigger and shape management fashions; and third, that emotionally charged, enthusiastic, and unreasoned discourse characterizes the upswings of management fashion waves, whereas more reasoned, unemotional, and qualified discourse characterizes their downswings, evidencing a pattern of superstitious collective learning.

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Metadata

Authors
Abrahamson, E., & Fairchild, G.
Venue
Administrative Science Quarterly
Publisher
JSTOR
Published
1999-12
Volume
44
Issue
4
Pages
708-740
ISSN
  • 0001-8392 (ISSN-L)
  • 1930-3815
OpenAlex
W2004171936
Cited by
1,129
References
1
FWCI
41.68
Type
journal article
Language
en
Open access
closed

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CoChat. (2026). Citation check: Management Fashion: Lifecycles, Triggers, and Collective Learning Processes. https://app.cochat.ai/papers/10.2307/2667053
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Abrahamson, E., & Fairchild, G. (1999). Management Fashion: Lifecycles, Triggers, and Collective Learning Processes. Administrative Science Quarterly. https://doi.org/10.2307/2667053

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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

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