Access the full text.
Sign up today, get DeepDyve free for 14 days.
Clifford McCue, Eric Prier, David Swanson (2015)
Five dilemmas in public procurementJournal of Public Procurement, 15
Johannes Glückler, Thomas Armbrüster (2003)
Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked ReputationOrganization Studies, 24
S. Robbins (1987)
Organization theory: Structure, design, and applications
Eric Abrahamson, M. Eisenman (2001)
Why Management Scholars Must Intervene Strategically in the Management Knowledge MarketHuman Relations, 54
W. Deming (1982)
Out of the Crisis
A. Furnham (2004)
Management and Myths
B. Burnes (1998)
Recipes for organisational effectiveness. Mad, bad, or just dangerous to know?Career Development International, 3
P. Carson, P. Lanier, K. Carson, B. Guidry (2000)
Clearing A Path Through The Management Fashion Jungle: Some Preliminary TrailblazingAcademy of Management Journal, 43
Jacob Thommesen (2000)
The Reengineering RevolutionInformation Technology & People, 13
B. Jackson (1996)
Re‐Engineering the Sense of Self: the Manager and the Management Guru*Journal of Management Studies, 33
M. Alvesson (1993)
Organizations As Rhetoric: Knowledge‐Intensive Firms And The Struggle With AmbiguityJournal of Management Studies, 30
Danny Miller, J. Hartwick (2002)
Spotting management fads.Harvard business review, 80 10
S. Pattison (1997)
The faith of the managers : when management becomes religion
A. Furnham (2004)
Management and Myths: Challenging business fads, fallacies and fashions
K. Grint (1997)
TQM, BPR, JIT, BSCs and TLAs: managerial waves or drownings?Management Decision, 35
C. Pollitt (2000)
Public Management Reform
K. Weick (2021)
FROM SENSEMAKING IN ORGANIZATIONSThe New Economic Sociology
B. Peters, J. Pierre (1998)
Governance without government? Rethinking public administrationJournal of Public Administration Research and Theory, 8
H. Kaufman (1969)
Administrative Decentralization and Political PowerPublic Administration Review, 29
T. Clark, G. Salaman (1998)
Telling Tales: Management Gurus' Narratives and the Construction of Managerial IdentityJournal of Management Studies, 35
P. Aucoin (1990)
Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and PendulumsGovernance, 3
C. Lindblom (1959)
THE SCIENCE OF MUDDLING THROUGHEmergence: Complexity and Organization, 19
Michael Cohen, J. March, Johan Olsen (1972)
A Garbage Can Model of Organizational Choice.Administrative Science Quarterly, 17
A. Tuckman (1994)
The Yellow Brick Road: Total Quality Management and the Restructuring of Organizational CultureOrganization Studies, 15
田口 玄一 (1987)
System of experimental design : engineering methods to optimize quality and minimize costs
Roman A. V. (2014)
10.1108/JOPP-14-01-2014-B002Journal of Public Procurement, 14
Tom Christensen, Per Lægreid (1999)
New Public Management: Design, Resistance, or Transformation? A Study of How Modern Reforms Are Received in a Civil Service System, 23
Joseph Juran (1988)
Juran on planning for quality
J. O’Shea, C. Madigan (1997)
Dangerous company : management consultants and the businesses they save and ruin
P. Crosby (1979)
Quality Is Free: The Art of Making Quality Certain
C. Cock, Ian Hipkin (1997)
TQM and BPR: Beyond the Beyond MythJournal of Management Studies, 34
John Micklethwait, Adrian Wooldridge (1996)
The Witch Doctors: Making Sense of the Management Gurus
M. Hammer (1990)
Reengineering Work: Don’t Automate, Obliterate
J. Champy (1995)
Reengineering Management: The Mandate for New Leadership
Alex Roman (2015)
Framing the Questions of E-Government EthicsThe American Review of Public Administration, 45
C. Gelderman, J. Semeijn, F. Bouma (2015)
Implementing sustainability in public procurement: The limited role of procurement managers and party-political executivesJournal of Public Procurement, 15
L. Willcocks, W. Currie, S. Jackson (1997)
In Pursuit of the Re‐Engineering Agenda in Public AdministrationPublic Administration, 75
J. Gold (1998)
Telling the story of organizational effectivenessCareer Development International, 3
Jak Burgundy (1995)
Working daze: uncertainty and ambiguity in consultingManagement Decision, 33
Robert Chia (1996)
Teaching paradigm shifting in management education: university business schools and the entrepreneurial imaginationJournal of Management Studies, 33
E. Shapiro (1995)
Fad Surfing in the Boardroom: Reclaiming the Courage to Manage in the Age of Instant Answers
Henry Mintzberg, Bruce Ahlstrand, J. Lampel (1998)
Strategy safari : a guided tour through the wilds of strategic management
Alex Roman (2015)
Public procurement specialists: They are not who we thought they wereJournal of Public Procurement, 15
Timothy Clark, R. Fincham (2002)
Critical consulting : new perspectives on the management advice industry
J. Gibson, D. Tesone (2001)
Management fads: Emergence, evolution, and implications for managersAcademy of Management Executive, 15
S. Harrison, R. Stupak (1993)
Total Quality Management: The Organizational Equivalent of Truth in Public Administration Theory and PracticePublic Administration Quarterly, 16
A. Wilkinson, G. Godfrey, M. Marchington (1997)
Bouquets, Brickbats and Blinkers: Total Quality Management and Employee Involvement in PracticeOrganization Studies, 18
Barbara Czarniawska, C. Mazza (2003)
Consulting as a Liminal SpaceHuman Relations, 56
T. Peters (1994)
The Tom Peters Seminar: Crazy Times Call for Crazy Organizations
K. Saxena (1996)
Re-engineering public administration in developing countriesLong Range Planning, 29
T. Peters (1989)
Thriving on Chaos: Handbook for a Management Revolution
K. Grint (1994)
Reengineering History: Social Resonances and Business Process ReengineeringOrganization, 1
B. Peters, D. Savoie (1996)
Managing Incoherence: The Coordination and Empowerment ConundrumPublic Administration Review, 56
R. Pascale (1990)
Managing on the edge : how successful companies use conflict to stay ahead
B. Jackson (1999)
Management gurus and management fashions : a dramatistic inquiry
K. Cua, K. McKone, R. Schroeder (2001)
Relationships between implementation of TQM, JIT, and TPM and manufacturing performanceJournal of Operations Management, 19
Eric Abrahamson (1991)
Managerial Fads and Fashions: The Diffusion and Rejection of InnovationsAcademy of Management Review, 16
M. Hammer, J. Champy (1995)
REENGINEERING THE CORPORATION: A MANIFESTO FOR BUSINESS REVOLUTION
G. Burrell (1997)
Pandemonium: Towards a Retro-Organization Theory
Eric Abrahamson, G. Fairchild (1999)
Management Fashion: Lifecycles, Triggers, and Collective Learning ProcessesAdministrative Science Quarterly, 44
Alex Roman (2014)
Counterbalancing Perspectives on the Current Administrative Telos of American BureaucraciesAdministration & Society, 46
Schnequa Diggs, Alex Roman (2012)
Understanding and Tracing Accountability in the Public Procurement ProcessPublic Performance & Management Review, 36
Abrahamson E. (1996)
10.5465/amr.1996.9602161572Academy of Management Review, 21
A. Huczynski (1993)
Management Gurus: What Makes Them and How to Become One
R. Fincham (1999)
The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational ChangeJournal of Management Studies, 36
L. Wise (2002)
Public Management Reform: Competing Drivers of ChangePublic Administration Review, 62
For a number of different reasons, some more rational than others, public sector management has often fallen for the allure of the “quick fix” promised by the latest managerial fashion. Although it is commonly accepted that complex problems rarely, if ever, have simple solutions − this has not hindered public organizations from eagerly experimenting with trendy, increasingly radical, managerial practices. More often than not, these experiences, when weighed on the background of the original promises and eventual outcomes, prove to be utter failures. In order to clarify the reasons behind this pattern of failure, this article deconstructs two of the most notable recent managerial fashions: Total Quality Management (TQM) and Business Process Reengineering (BPR). It proposes that management fashions fail to lead to effective and productive organizational change primarily due to the fact that their logical construct, which relies on over-dramatization and oversimplification of organizational realities, is at odds with the operational complexities of public sector management. In particular, they fail to account for politics. To this extent, then, they are more likely to be destructive than productive when zealously adopted in public service.
International Journal of Organization Theory and Behavior – Emerald Publishing
Published: Mar 1, 2015
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.