What Bandwagons Bring: Effects of Popular Management Techniques on Corporate Performance, Reputation, and CEO Pay

By Barry M. Staw, Lisa D. Epstein. 2000

887 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/635c328ac55d723342cd051caafc8779b8b7c2d9

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Strategy tools as boundary objects (2009, background): “For example, the assumption that managers adopt strategy tools to foster corporate performance has not yet been validated (Staw and Epstein, 2000).”
Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival (2017, background): “That is, we conceptualize markets as falling along a continuum featuring different degrees of emergence: at one end, “dysfunctional” markets have an extreme degree of institutional voids, while at the other end, “developed” markets feature few institutional voids.”
Assessing Managerial Power Theory (2015, background): “…/ Managerial Power Theory 191 Author Year Publication Smith and Swan 2008 WP Srinivasan, Sayrak, and Nagarajan 2004 WP Stanwick and Stanwick 2001 BSE Staw and Epstein 2000 ASQ Sung and Swan 2008 WP Talmor and Wallace 2001 WP Tinaikar 2006 WP Tinaikar 2008 WP Tobler 2006 WP Tosi and Gomez-Mejia…”
An Ecological Perspective on Leadership Theory, Research, and Practice (2005, neutral): “Similar ideas are expressed in Kerr and Jermier’s “substitutes for leadership” theory (Kerr & Jermier, 1978; Podsakoff & MacKenzie, 1994), “implicit leadership theory” (Gioia & Sims, 1985; Hall & Lord, 1995), the attribution theory of leadership (McElroy, 1982; Robbins, 1998), the “romance” of leade”
Taking Stock: A review of more than twenty years of research on empowerment at work (2007, background): “…under the terms high involvement work practices and high performance work systems (see the chapter on high performance work systems in this volume) and has focused largely at the unit (e.g., MacDuffie, 1995) or firm level (e.g., Lawler, et al., 2001; Gibson, et al., 2007; Staw and Epstein, 2000).”
How Much to Copy? The Contingent Value of Imitation Capabilities (2007, positive): “For example, Staw and Epstein (2000) showed that companies associated with popular management techniques did not have higher performance, but nevertheless were more admired, 5 perceived to be more innovative, and offered a higher pay to their chief executives than firms not associated to these…”
Lean and six sigma – critical success factors revisited (2013, methodology): “As with any fashion trend, discussions of contemporary techniques tend to be much more positive (Staw and Epstein, 2000), and, historically, organizations abandon previously popular methods for the next, more appealing one (DiMaggio and Powell, 1983; Abrahamson, 1996).”
The Relationship between Perceptions of Corporate Citizenship and Organizational Commitment (2004, background): “…between overall corporate financial performance and investment in information technology, expenditure on advertising, and various management techniques, such as total quality management, employee empowerment, and self-managing teams (Gregory, 1997; Shafer & Byrd, 2000; Staw & Epstein, 2000).”
The Too-Much-of-a-Good-Thing Effect in Management (2013, background): “…logics, fashions, or fads among researchers and practitioners (Abrahamson & Fairchild, 1999), and their perceived legitimacy may perpetuate rather than mitigate against false understanding and misguided decisions (Christensen-Szalanski & Beach, 1984; David & Strang, 2006; Staw & Epstein, 2000).”
Communalities and Distinctions in the Measurement of Organizational Performance and Effectiveness Across For-Profit and Nonprofit Sectors (2006, background): “…were it not the fact that their positive effects seemed to influence mostly an organization’s reputation rather than its economic performance (Staw & Epstein, 2000) and that replacement umbrella constructs echo discussions that took place long before—see replication of single versus…”
WHEN FASHION IS FLEETING: TRANSITORY COLLECTIVE BELIEFS AND THE DYNAMICS OF TQM CONSULTING (2006, background): “Staw and Epstein (2000) showed that "bandwagon" adoption of TQM was unrelated to the firm's bottom line, but did bolster”
Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, background): “Next to that, CSP might also lead to improved reputation of a firm and its executive (e.g., Eccles et al. 2011) and might be seen as a non-financial incentive (Staw and Epstein 2000; Zajac 1998).”
Does quality management foster or hinder innovation? An empirical study of Spanish companies (2008, methodology): “In relation to TQM, as an example, Staw and Epstein (2000) exclusively analyzed profitability.”