The performance implications of management fads and fashions: an empirical study

Abstract

The initial adoption of many management fads and fashions is frequently fuelled by studies claiming direct associations between such practices and organizational performance. Pilot work with practitioners has identified (1) a developing market orientation, (2) organizational culture management, (3) strategic human resource management (HRM) and (4) environmental management as four concepts that have emerged consistently over the last few years. However, a literature review revealed that the results were equivocal in each of these four areas of research, with some studies finding a link with performance and others being less certain. This paper argues that a potential explanation for these results is the discipline-specific nature of the majority of these studies. Consequently, the aim of this study is to provide descriptive, empirical evidence of the relative importance of market orientation, organizational culture, environmental management and strategic HRM in terms of organizational performance. This paper presents the results of an investigation into the links between these four concepts and organizational performance. The paper begins with a brief review of the literature on each concept, with a focus on the implied and stated links with performance. Thereafter, the methodology adopted for the study is discussed, leading to presentation of the findings. The paper culminates with a series of discussions, implications and conclusions.