Encyclopedia of Management Theory

Eric H. Kessler

• Publisher: SAGE Publications, Inc
• Year: 2013
• Print ISBN: 9781412997829
• eBook ISBN: 9781506307794
• Edition: 1
• Topic: Business
• Subtopic: Management
• Index: Business

In discussing a management topic, scholars, educators, practitioners, and the media often toss out the name of a theorist (Taylor, Simon, Weber) or make a sideways reference to a particular theory (bureaucracy, total quality management, groupthink) and move on, as if assuming their audience possesses the necessary background to appreciate and integrate the reference. This is often far from the case. Individuals are frequently forced to seek out a hodgepodge of sources varying in quality and presentation to provide an overview of a particular idea. This work is designed to serve as a core reference for anyone interested in the essentials of contemporary management theory. Drawing together a team of international scholars, it examines the global landscape of the key theories and the theorists behind them, presenting them in the context needed to understand their strengths and weaknesses to thoughtfully apply them. In addition to interpretations of long-established theories, it also offers essays on cutting-edge research as one might find in a handbook. And, like an unabridged dictionary, it provides concise, to-the-point definitions of key concepts, ideas, schools, and figures.  

Features and Benefits:

• Two volumes containing over 280 signed entries provide users with the most authoritative and thorough reference resources available on management theory, both in terms of breadth and depth of coverage.
• Standardized presentation format, organized into categories based on validity and importance, structures entries so that readers can assess the fundamentals, evolution, and impact of theories.
• To ease navigation between and among related entries, a Reader's Guide groups entries thematically and each entry is followed by Cross-References.
• In the electronic version, the Reader's Guide combines with the Cross-References and a detailed Index to provide robust search-and-browse capabilities. 
• An appendix with a Chronology of Management Theory allows readers to easily chart directions and trends in thought and theory from early times to the present.
• An appendix with Central Management Insights allows readers to easily understand, compare, and apply major theoretical messages of the field.
• Suggestions for Further Reading at the end of each entry guide readers to sources for more detailed research and discussion.

Key themes include:

• Nature of Management 
• Managing People, Personality, and Perception 
• Managing Motivation 
• Managing Interactions
• Managing Groups
• Managing Organizations 
• Managing Environments 
• Strategic Management 
• Human Resources Management 
• International Management and Diversity
• Managerial Decision Making, Ethics, and Creativity
• Management Education, Research, and Consulting
• Management of Operations, Quality, and Information Systems
• Management of Entrepreneurship
• Management of Learning and Change
• Management of Technology and Innovation
• Management and Leadership
• Management and Social / Environmental Issues
• PLUS: Appendix of Chronology of Management Theory 
• PLUS: Appendix of Central Management Insights

Index

Entry titles and their page numbers are in bold. Page numbers preceded by 1:are in volume 1, and page numbers preceded by 2:are in volume 2.

• Abernathy, William J., 2:585
• Ability, 1:300, 2:905
• Ability attributions, 1:51, 1:52
• Abrahamson, Eric, 1:374–375
• Absorptive capacity, 1:441–442
• Abstract conceptualization, 1:277, 1:278 (figure)
• Academic-practitioner collaboration and knowledge sharing, 1:1–4
• Acceptance, zone of, 1:293
• Access-and-legitimacy perspective, 1:479–480
• Accommodating, 1:140
• Acculturation:
  • defined, 1:5
  • interactional model of cultural diversity, 1:392
  • modes of, 1:392
  • psychological, 1:5
  • strategies, 1:6, 1:7 (figure)
• Acculturation theory, 1:4–8, 1:7 (figure)
• Accumulated adoption, 1:376, 1:377
• Achievement motivation theory, 1:8–11
• Achievement-oriented behaviors, 2:581
• Acquired motives theory, 1:8
• Actants, 1:21
• Action, 1:19, 1:210, 2:782
• Action learning, 1:11–14, 1:455
• Action research (AR), 1:14–18
  • academic-practitioner collaboration, 1:2
  • data-gathering phases, 1:14–15
  • engaged scholarship versus, 1:236
  • evaluation process, 1:17
  • organizational development, 2:543
• Active experimentation, 1:277, 1:278 (figure)
• Active management by exception, 2:897
• Activities:
  • formal, 1:465
  • informal, 1:464–465
  • primary, 2:924
  • support, 2:925
• Activity-on-arrow diagrams, 1:304
• Activit...

Table of contents

• Cover
• Half Title
• Title Page
• Copyright Page
• Contents
• About the Editor
• Contributors
• Introduction
• A
• Academic-Practitioner Collaboration and Knowledge Sharing
• Acculturation Theory
• Achievement Motivation Theory
• Action Learning
• Action Research
• Actor-Network Theory
• Adaptive Structuration Theory
• Affect Theory
• Affective Events Theory
• Agency Theory
• Analytic Hierarchy Process Model
• Analytical and Sociological Paradigms
• Appreciative Inquiry Model
• Architectural Innovation
• Asch Effect
• Attraction-Selection-Attrition Model
• Attribution Model of Leadership
• Authentic Leadership
• B
• Bad Theories
• Balanced Scorecard
• BCG Growth-Share Matrix
• Behavioral Perspective of Strategic Human Resource Management
• Behavioral Theory of the Firm
• Big Five Personality Dimensions
• Bounded Rationality and Satisficing (Behavioral Decision-Making Model)
• Brainstorming
• Bureaucratic Theory
• Business Groups
• Business Policy and Corporate Strategy
• Business Process Reengineering
• BVSR Theory of Human Creativity
• C
• Career Stages and Anchors
• Causal Attribution Theory
• Charismatic Theory of Leadership
• Circuits of Power and Control
• Cognitive Dissonance Theory
• Cognitive Resource Theory
• Competing Values Framework
• Competitive Advantage
• Complexity Theory and Organizations
• Compliance Theory
• Componential Theory of Creativity
• Conflict Handling Styles
• Contingency Theory
• Contingency Theory of Leadership
• Continuous and Routinized Change
• Cooptation
• Core Competence
• Corporate Social Responsibility
• Critical Management Studies
• Critical Theory of Communication
• CSR Pyramid
• Cultural Attitudes in Multinational Corporations
• Cultural Intelligence
• Cultural Values
• D
• Decision Support Systems
• Decision-Making Styles
• Dialectical Theory of Organizations
• Diamond Model of National Competitive Advantage
• Differentiation and the Division of Labor
• Discovery Theory of Entrepreneurship
• Diversification Strategy
• Double Loop Learning
• Dramaturgical Theory of Organizations
• Dual-Concern Theory
• Dual-Core Model of Organizational Innovation
• Dynamic Capabilities
• E
• Emotional and Social Intelligence
• Empowerment
• Engaged Scholarship Model
• Entrepreneurial Cognition
• Entrepreneurial Effectuation
• Entrepreneurial Opportunities
• Entrepreneurial Orientation
• Environmental Uncertainty
• Equity Theory
• ERG Theory
• Escalation of Commitment
• Ethical Decision Making, Interactionist Model of
• European Model of Human Resource Management
• Evidence-Based Management
• Excellence Characteristics
• Expectancy Theory
• Experiential Learning Theory and Learning Styles
• F
• Fairness Theory
• Firm Growth
• First-Mover Advantages and Disadvantages
• Force Field Analysis and Model of Planned Change
• Functions of the Executive
• G
• Game Theory
• Gantt Chart and PERT
• Garbage Can Model of Decision Making
• Genderlect and Linguistic Styles
• GLOBE Model
• Goal-Setting Theory
• Group Development
• Group Polarization and the Risky Shift
• Group Punctuated Equilibrium Model
• Groupthink
• H
• High- and Low-Context Cultures
• High-Performance Work Systems
• High-Performing Teams
• High-Reliability Organizations
• HR Roles Model
• HRM Strategies
• Human Capital Theory
• Human Resource Management Strategies
• Human Resources Roles Model
• Humanistic Management
• Hypercompetition
• I
• Image Theory
• Individual Values
• Influence Tactics
• Informal Communication and the Grapevine
• Information Richness Theory
• Innovation Diffusion
• Innovation Speed
• Institutional Theory
• Institutional Theory of Multinational Corporations
• Integrative Social Contracts Theory
• Interactional Model of Cultural Diversity
• Interactionist Model of Organizational Creativity
• Interorganizational Networks
• Intuitive Decision Making
• Investment Theory of Creativity
• J
• Job Characteristics Theory
• Job Demands–Resources Model
• K
• Kaizen and Continuous Improvement
• Knowledge Workers
• Knowledge-Based View of the Firm
• L
• Large Group Interventions
• Lead Users
• Leader-Member Exchange Theory
• Leadership Continuum Theory
• Leadership Practices
• Lean Enterprise
• Learning Organization
• Level 5 Leadership
• LMX Theory
• Locus of Control
• Logical Incrementalism
• M
• Management(Education) as Practice
• Management by Objectives
• Management Control Systems
• Management Roles
• Management Symbolism and Symbolic Action
• Managerial Decision Biases
• Managerial Grid
• Managerialism
• Managing Diversity
• Matrix Structure
• Meaning and Functions of Organizational Culture
• Model of Occupational Types
• Modes of Strategy: Planned and Emergent
• Moral Reasoning Maturity
• Multicultural Work Teams
• Multifirm Network Structure
• Multilevel Research
• N
• Narrative (Story) Theory
• Needs Hierarchy
• Neo-Institutional Theory
• Norms Theory
• O
• Occupational Types, Model of
• Open Innovation
• Organic and Mechanistic Forms
• Organizational and Managerial Wisdom
• Organizational Assimilation Theory
• Organizational Commitment Theory
• Organizational Culture and Effectiveness
• Organizational Culture Model
• Organizational Culture Theory
• Organizational Demography
• Organizational Development
• Organizational Ecology
• Organizational Effectiveness
• Organizational Identification
• Organizational Identity
• Organizational Learning
• Organizational Socialization
• Organizational Structure and Design
• Organizationally Based Self-Esteem
• P
• Participative Model of Decision Making
• Path-Goal Theory of Leadership
• Patterns of Innovation
• Patterns of Political Behavior
• Personal Engagement (at Work) Model
• Positive Organizational Scholarship
• Practice of Management, The
• Principled Negotiation
• Principles of Administration and Management functions
• Process Consultation
• Process Theories of Change
• Product Champions
• Product-Market Differentiation Model
• Profiting From Innovation
• Programmability of Decision Making
• Prospect Theory
• Protean and Boundaryless Careers
• Psychological Contract Theory
• Psychological Type and Problem-Solving Styles
• Punctuated Equilibrium Model
• Q
• Quality Circles
• Quality Trilogy
• Quantum Change
• R
• Reinforcement Theory
• Resource Dependence Theory
• Resource Orchestration Management
• Resource-Based View of the Firm
• Role Theory
• S
• Schemas Theory
• Scientific Management
• Self-Concept and the Theory of Self
• Self-Determination Theory
• Self-Fulfilling Prophecy
• Sensemaking
• Servant Leadership
• Seven-S Framework
• Situational Theory of Leadership
• Six Sigma
• Social Cognitive Theory
• Social Construction Theory
• Social Entrepreneurship
• Social Exchange Theory
• Social Facilitation Management
• Social Identity Theory
• Social Impact Theory and Social Loafing
• Social Information Processing Model
• Social Movements
• Social Network Theory
• Social Power, Bases of
• Sociotechnical Theory
• Stages of Creativity
• Stages of Innovation
• Stakeholder Theory
• Stewardship Theory
• Strategic Alliances
• Strategic Contingencies Theory
• Strategic Decision Making
• Strategic Entrepreneurship
• Strategic Flexibility
• Strategic Frames
• Strategic Groups
• Strategic Information Systems
• Strategic International Human Resource Management
• Strategic Profiles
• Strategies for Change
• Strategy and Structure
• Strategy-as-Practice
• Structuration Theory
• Substitutes for Leadership
• SWOT Analysis Framework
• Systems Theory of Organizations
• T
• Tacit Knowledge
• Technological Discontinuities
• Technology Acceptance Model
• Technology Affordances and Constraints Theory (of MIS)
• Technology and Complexity
• Technology and Interdependence/Uncertainty
• Technology and Programmability
• Technology S-Curve
• Theory Development
• Theory of Constraints
• Theory of Cooperation and Competition
• Theory of Emotions
• Theory of Organizational Attractiveness
• Theory of Reasoned Action
• Theory of Self-Esteem
• Theory of the Interesting
• Theory of Transfer of Training
• Theory X and Theory Y
• Total Quality Management
• Trait Theory of Leadership
• Transaction Cost Theory
• Transfer of Technology
• Transformational Theory of Leadership
• Transnational Management
• Triple Bottom Line
• Trust
• Two-Factor Theory (and Job Enrichment)
• Type A Personality Theory
• Typology of Organizational Culture
• U
• “Unstructured” Decision Making
• Upper-Echelons Theory
• V
• Value Chain
• Virtual Teams
• W
• Work Team Effectiveness
• Encyclopedia of Management Theory: Appendix A: Chronology Of Management Theory*
• Encyclopedia of Management Theory: Appendix B: Central Management Insights
• Index