306.8
A Typology and Analysis of “World-Changing Management Concepts”: Beliefs, Unanticipated Consequences and Anomie
I develop criteria for and analyze consequences of what I call “world-changing management concepts” (WCMC), drawing on Lean, TQM, BPR, JIT and coaching. To qualify as a WCMC, the authors claim that the concept: 1) yields specific, predictable results if implemented correctly; 2) enables fundamental, groundbreaking changes leading to a superior competitive advantage for the organization, regardless of the context; 3) is a more humane form of management practice, making previous approaches obsolete, and 4) will change the world for the better. I.e. they are presented as grand theories. However, the knowledge content in these concepts is based on studies of distinct or disparate cases, industries, or cultures (e.g. the Automobile Industry in Japan), or they are based on ideas from other fields of practice (e.g. sports).
I draw on translation models (by Lillrank (1995) and Røvik (2007)) to show how treating management concepts as theories of the middle range, rather than grand theories (like WCMC’s), is likely to greatly enhance the local translation of management concepts and reduce unanticipated consequences. I further show how the claims of WCMC’s logically require changes to basic underlying assumptions in the organizational culture (Schein 2010). Such requirements create a situation where the culture is at odds with what employees are asked to do, potentially creating anomie (Merton 1968), and in a further sense creating a double bind for employees (Bateson et al 1956).
Although theoretical in scope, the presentation builds on ethnography from management consultancy.
References:
Bateson et al (1956). Toward a Theory of Schizophrenia; Journal of Behavioral Science 1,4:251-264.
Lillrank (1995). The transfer of Management Innovations from Japan; Organization Studies 16:971-989.
Merton (1968). Social Theory and Social Structure; New York, Macmillan.
Røvik (2007). Trender og Translasjoner [Trends and Translations]; Universitetsforlaget, Oslo.
Schein (2010). Organizational Culture and Leadership 4th Ed; Jossey-Bass, San Francisco.