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Adoption rationales of new management practices


  • Daniel, Elizabeth
  • Myers, Andrew
  • Dixon, Keith


This study considers that multiple and diverse rationales, including rational, emotional and socially conditioned responses can influence the adoption of management practices. The study includes four case studies in order to subject the adoption rationales that Sturdy (2004) posits to empirical inquiry and to explore the impacts of these differing rationales on characteristics of the subsequent adoption. The findings show that five of the six rationales Sturdy proposes are empirically identifiable. The findings also suggest that, subject to the exploratory nature of the study, earlier adoption of management practices is associated with political and psychodynamic rationales, consistent with notions of being seen to adopt new ways of working. The findings also suggest that the political and dramaturgical rationales are associated with more rapid adoption due to influential individuals or groups acting as champions. Whilst Sturdy proposes his rationales as a simple list, the findings of this study suggest a more complex relationship between the rationales. The study contributes to the growing body of literature that addresses the important topic of management practices, particularly those that provide an expository consideration.

Suggested Citation

  • Daniel, Elizabeth & Myers, Andrew & Dixon, Keith, 2012. "Adoption rationales of new management practices," Journal of Business Research, Elsevier, vol. 65(3), pages 371-380.
  • Handle: RePEc:eee:jbrese:v:65:y:2012:i:3:p:371-380
    DOI: 10.1016/j.jbusres.2011.06.033

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    References listed on IDEAS

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    Cited by:

    1. Alpenberg, Jan & Scarbrough, D. Paul, 2016. "Exploring communication practices in lean production," Journal of Business Research, Elsevier, vol. 69(11), pages 4959-4963.
    2. Özlem Yaþar Uðurlu & Nurettin Ýbrahimoðlu & Sibel Ayas, 2013. "A Content Analysis on Management Fashions in Turkish Manufacturing Companies," International Review of Management and Marketing, Econjournals, vol. 3(4), pages 164-183.
    3. Yiyang Sun & Foteini Kravariti, 2016. "To What Extent the Adoption of Innovative Human Resource Practices Is Explained by Top Management Support in Chinese SMEs," Proceedings of Business and Management Conferences 3405845, International Institute of Social and Economic Sciences.
    4. Dag Øivind Madsen & Kåre Slåtten, 2015. "The Balanced Scorecard: Fashion or Virus?," Administrative Sciences, MDPI, Open Access Journal, vol. 5(2), pages 1-35, June.


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