ABRAHAMSON, Eric <br/><br/>
Management fashion :  lifecycles, triggers,and collective learning processs 

 - Ithaca :  Johnson Graduate School of Management,  December 1999 
<br/><br/> This theory-development case study of the quality circle management fashion focuses on three features of management-knowledge entrepreneurs` discourse promoting or discrediting such fashions: its lifecycle, forces triggering  stages in its lifecycle, and the type  of collective learning it fostered.Result suggest, first,that variability in when different types of knowledge entrepreneurs begin, continue, and stop promoting fashions explains variability in their lifecycles; second , that historically unique conjunctions of forces, endogenous and exogenous to the management-fashion market, trigger and shape management fashions; and third, that emotionally charged, enthusiastic, and unreasoned discourse characterizes the upswings of management fashion waves, whereas more reasoned, nemotion, and quualified discourse characterizes their downswings, evidencing a pattern of superstitious collective learning