The Role of the Management Fashion Arena in the Cross-National Diffusion of Management Concepts: The Case of the Balanced Scorecard in the Scandinavian Countries
Abstract
:1. Introduction
2. The Management Fashion Arena and the Cross-National Diffusion of Management Concepts
2.1. The Management Fashion Arena
2.1.1. The Actors Involved in the Management Fashion Arena
Actor type | Role(s) | Central reference(s) |
---|---|---|
Consulting firms | Consulting firms assist client organizations in the implementation of management concepts. Generalist firms offer services related to a wide range of concepts, while specialist consultancies tend to focus on one aspect, such as IT, HR or strategy. | [2,71,72] |
Software firms | Software firms tend to focus on the technical aspects of concepts. They develop complementary products that assist in the implementation of management concepts. | [11,73] |
Management gurus | Management gurus present management concepts and ideas in books, conferences and seminars. Gurus can operate on a global scale, or be local gurus. | [74,75,76,77] |
Business schools | Academics employed at business schools publish articles about concepts in academic and practitioner-oriented journals. Concepts are also frequently incorporated into courses and materials in educational programs, particularly MBA programs and executive education. | [78] |
Conference organizers | Conference organizers arrange conferences and seminars focusing on particular management concepts. These are often held in close cooperation with consultants and software firms, who speak at these conferences and present their products and services. | [21,27,79] |
Business media | The business media function as a channel which transmits information about new concepts. Examples of business media include books, professional journals, magazines, newspapers, websites and DVDs. | [80,81] |
Publishers/book editors | Publishing companies produce books about management concepts. Book editors serve as gatekeepers who decide which ideas get published. | [26,76] |
Professional organizations | Professional organizations have normative function in legitimizing new concepts and ideas by talking about concepts in newsletters, meetings and seminars. | [79,82] |
Analysts and shareholders | Security analysts may positively evaluate companies who are using particular management concepts and further increase the popularity of concepts. | [83] |
Famous managers | Well-known managers, e.g., “hero managers” serve as opinion leaders and models to other organizations, who in turn may imitate their behavior. | [74] |
2.1.2. Cooperation and Competition between Actors in the Management Fashion Arena
2.1.3. Interactions between Actors in the Management Fashion Arena
2.2. Shortcomings of Extant Conceptualizations of Management Fashion Arenas
2.3. The International Dimension
2.3.1. The National Management Fashion Arena
The national management fashion arena | The international management fashion arena | |
---|---|---|
Consulting firms | Local firms and local offices of the international firms | International consulting firms (e.g., Accenture, Deloitte) Specialized consulting firms focused on a particular management concept |
Software firms | Local software firms and local offices of international firms | International software firms (e.g., Oracle, Microsoft, and Hyperion) |
Management gurus | Local management gurus (“lesser gurus”) | International gurus (e.g., Michael Porter, Gary Hamel, Robert Kaplan and Tom Peters) |
Business schools | Local business school professors | Top-ranked business schools (e.g., Harvard Business School) Influential business school professors (e.g., Michael Porter and Robert Kaplan) |
Conference organizers | Local conference organizers | International conference organizers (e.g., Confex) |
Business media | Local business media (e.g., journals, magazines and newspapers with national circulation) | International book publishers (e.g. Harvard Business School Press) Important financial newspapers (e.g., the Financial Times and Wall Street Journal) |
Publishers/book editors | Local publishers and editors serve as gatekeepers (decide which ideas get published and translated to the local language) | International publishers (e.g., Harvard Business School Press) |
Professional organizations | Professional organizations play important roles at the national level | Mostly local |
Analysts and shareholders | Financial analysts cover firms listed on the national stock exchange | Mostly local |
Famous managers | Local managers of large national organizations | Famous managers (e.g., Jack Welch, Bill Gates) Well-known users of particular management concepts (e.g., featured in bestselling books) |
2.3.2. The International Management Fashion Arena
2.4. Management Fashion Arenas and Institutional Duality
2.4.1. The Notion of Institutional Duality
2.4.2. Why the Notion of Institutional Duality?
2.4.3. The Duality of Management Fashion Arenas
3. Methodology
3.1. Research Approach
3.2. Data Collection
3.2.1. Interviews with Actors
Informant | Country | Size | Type of consultancy | Consultancy profile |
---|---|---|---|---|
1 | Norway | Small | Independent | Specialist |
2 | Norway | Large | Multinational | Generalist |
3 | Norway | Large | Multinational | Generalist |
4 | Norway | Small | Multinational | Specialist |
5 | Norway | Small | Multinational | Specialist |
6 | Norway | Large | Multinational | Generalist |
7 | Norway | Small | Independent | Specialist |
8 | Norway | Large | Multinational | Generalist |
9 | Norway | Large | Multinational | Generalist |
10 | Norway | Large | Multinational | Generalist |
11 | Sweden | Large | Multinational | Generalist |
12 | Sweden | Large | Multinational | Generalist |
13 | Sweden | Large | Multinational | Generalist |
14 | Sweden | Large | Multinational | Specialist |
15 | Sweden | Large | Multinational | Generalist |
16 | Sweden | Large | Multinational | Specialist |
17 | Sweden | Small | Independent | Specialist |
18 | Denmark | Large | Multinational | Generalist |
19 | Denmark | Large | Multinational | Generalist |
20 | Denmark | Large | Multinational | Generalist |
21 | Denmark | Small | Independent | Specialist |
22 | Denmark | Small | Independent | Specialist |
3.2.2. Other Data Sources
3.3. Data Analysis
3.3.1. Issue-Focused Approach
3.3.2. Coding, Sorting and Integration
3.4. Implications of the Research Approach
5. Discussion
5.1. Cooperation and Competition between Actors
5.2. Interactions between Actors
5.3. The International Dimension
5.4. The Duality of Management Fashion Arenas
6. Conclusions
6.1. Summary
6.2. Shortcomings and Future Work
Conflicts of Interest
References
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Madsen, D.; Slåtten, K. The Role of the Management Fashion Arena in the Cross-National Diffusion of Management Concepts: The Case of the Balanced Scorecard in the Scandinavian Countries. Adm. Sci. 2013, 3, 110-142. https://doi.org/10.3390/admsci3030110
Madsen D, Slåtten K. The Role of the Management Fashion Arena in the Cross-National Diffusion of Management Concepts: The Case of the Balanced Scorecard in the Scandinavian Countries. Administrative Sciences. 2013; 3(3):110-142. https://doi.org/10.3390/admsci3030110
Chicago/Turabian StyleMadsen, Dag, and Kåre Slåtten. 2013. "The Role of the Management Fashion Arena in the Cross-National Diffusion of Management Concepts: The Case of the Balanced Scorecard in the Scandinavian Countries" Administrative Sciences 3, no. 3: 110-142. https://doi.org/10.3390/admsci3030110