Publication Type

Journal Article

Version

submittedVersion

Publication Date

3-1998

Abstract

This paper examines the reasons for the apparently powerful impact of management gurus' ideas (i.e. guru theory) on senior managers. An examination of the limited literature on management gurus and other related literatures suggests three explanations for the appeal of guru theory for senior managers. The first set of explanations relates to various features of management work which may heighten managers' receptivity to guru ideas. The second set focuses on the gurus themselves and emphasizes the form in which they are presented (i.e. public performances). The final set of explanations highlights the importance of the socioeconomic and cultural context within which guru theories emerge and become widely adopted. A number of criticisms of these explanations are offered: that they define the manager as passive, that the flow of ideas is one way (guru to manager), that they rely on an academic conception of knowledge. An alternative explanation of their success is outlined which suggests that their work – their analyses, presentations and theories – offer attractive conceptions of the role of managers which constitute the identity of the modern senior manager as an heroic, transformative leader. Gurus therefore not only constitute the organizational realities but also managers themselves.

Discipline

Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Management Studies

Volume

35

Issue

2

First Page

137

Last Page

161

ISSN

0022-2380

Identifier

10.1111/1467-6486.00088

Publisher

Wiley: 24 months

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1111/1467-6486.00088

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