Abstract
Management fashions have a strong effect on both managers and their decision-making. The phenomenon hasbeen observed since the late 1980s, with managers ostensibly continuing to be attracted by “fashionable” modelsand concepts. The present article has a twofold objective. On one hand, it analyses academic efforts in this fieldby undertaking a state of the art; on the other, it explores management fashions’ potential danger fororganizations by reviewing their characteristics, life cycles and processes of creation and dissemination. Theanalysis also reveals that management fashions constitute in and of themselves a minor risk and can even help todrive a company forward through incremental as opposed to major changes.
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