Management Learning · 2015 · 89 citations · 66 references
ManagementOrganization StudiesOrganizational CommunicationOrganizationsPolitics In OrganizationsOrganizational PowerPolitical PowerPower In OrganizationsIdea DiffusionPower Dependence TheoryPower Dynamics In ConsultationPower Dynamics In Partnerships
Power is often implied but rarely theorised in studies of management idea diffusion, and existing focus on a single power form obscures how different powers interact, shape diffusion, and relate to resistance. The study investigates how McKinsey & Co. employs various forms of power to diffuse management ideas, emphasising dynamic power relations, unintended consequences, and the consultancy’s role beyond project contexts. The authors analyse publicly available data on three management ideas to map how different power forms and resistance shape diffusion, applying Lukes’ power framework.
In studies of the diffusion or translation of management ideas, power is frequently implied but is rarely theorised explicitly. Moreover, when it is recognised, the focus is often on only one form of power. This can obscure how different forms of power relate to each other, shape idea diffusion and connect to different forms of resistance. Using Lukes’ classic framing of power, we explore the activities of a key agent in the diffusion of ideas – management consultancy – and one of the leading players in that field – McKinsey & Co. We draw on diverse, publicly available forms of data on three different management ideas to identify how different forms of power and resistance enable and constrain the diffusion of management ideas. Our study emphasises both the dynamic relations between different forms of power over time and the importance of acknowledging the unintended consequences of power. At the same time, by focusing on power dynamics mostly operating outside of consulting projects, we add to our understanding of the role of consultancy in the diffusion of management ideas more generally.
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