What's in a Fashion? Interpretative Viability and Management Fashions

Abstract

Building and reacting on the most influential article on the topic, namely, `Management Fashion' by Abrahamson (Academy of Management Review 21(1), 1996), we propose that management fashions are best conceptualized as `the production and consumption of temporarily intensive management discourse, and the organizational changes induced by and associated with this discourse'. This conceptualization allows us to take account of `interpretative viability', a certain degree of ambiguity about a fashion `s content, and its consequences for the dynamics involved in the ongoing shaping and reshaping of a concept's connotations. Our arguments are illustrated by drawing on a variety of empirical work on Business Process Reengineering in the Netherlands.