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Opening Pandora's box: the unintended consequences of Stephen Covey's Effectiveness Movement

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Opening Pandora's box: the unintended consequences of Stephen Covey's Effectiveness Movement. / McCabe, Darren.
In: Management Learning, Vol. 42, No. 2, 04.2011, p. 183-197.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

McCabe, D 2011, 'Opening Pandora's box: the unintended consequences of Stephen Covey's Effectiveness Movement', Management Learning, vol. 42, no. 2, pp. 183-197. https://doi.org/10.1177/1350507610389682

APA

McCabe, D. (2011). Opening Pandora's box: the unintended consequences of Stephen Covey's Effectiveness Movement. Management Learning, 42(2), 183-197. https://doi.org/10.1177/1350507610389682

Vancouver

McCabe D. Opening Pandora's box: the unintended consequences of Stephen Covey's Effectiveness Movement. Management Learning. 2011 Apr;42(2):183-197. doi: 10.1177/1350507610389682

Author

McCabe, Darren. / Opening Pandora's box : the unintended consequences of Stephen Covey's Effectiveness Movement. In: Management Learning. 2011 ; Vol. 42, No. 2. pp. 183-197.

Bibtex

@article{87d1342026504016af76b67491c3b634,
title = "Opening Pandora's box: the unintended consequences of Stephen Covey's Effectiveness Movement",
abstract = "A number of critics have analysed management guru 'texts' and their analysis suggests that we have much to fear from them. This article, by contrast, explores a customer service intervention in a UK bank that drew on 'some' of the ideas of the management guru, Stephen Covey. The article highlights that guru texts do not translate from the page to practice in an unproblematic way. This is because they must be interpreted and are filtered through existing social contexts. Second, the ideas are often flawed and third, they meet with resistance. The central argument is that management gurus are less powerful than many critics assume because neither gurus nor managers are able to control how their ideas are consumed.",
keywords = "change, consumption, gurus , power, resistance, subjectivity",
author = "Darren McCabe",
year = "2011",
month = apr,
doi = "10.1177/1350507610389682",
language = "English",
volume = "42",
pages = "183--197",
journal = "Management Learning",
issn = "1350-5076",
publisher = "SAGE Publications Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - Opening Pandora's box

T2 - the unintended consequences of Stephen Covey's Effectiveness Movement

AU - McCabe, Darren

PY - 2011/4

Y1 - 2011/4

N2 - A number of critics have analysed management guru 'texts' and their analysis suggests that we have much to fear from them. This article, by contrast, explores a customer service intervention in a UK bank that drew on 'some' of the ideas of the management guru, Stephen Covey. The article highlights that guru texts do not translate from the page to practice in an unproblematic way. This is because they must be interpreted and are filtered through existing social contexts. Second, the ideas are often flawed and third, they meet with resistance. The central argument is that management gurus are less powerful than many critics assume because neither gurus nor managers are able to control how their ideas are consumed.

AB - A number of critics have analysed management guru 'texts' and their analysis suggests that we have much to fear from them. This article, by contrast, explores a customer service intervention in a UK bank that drew on 'some' of the ideas of the management guru, Stephen Covey. The article highlights that guru texts do not translate from the page to practice in an unproblematic way. This is because they must be interpreted and are filtered through existing social contexts. Second, the ideas are often flawed and third, they meet with resistance. The central argument is that management gurus are less powerful than many critics assume because neither gurus nor managers are able to control how their ideas are consumed.

KW - change

KW - consumption

KW - gurus

KW - power

KW - resistance

KW - subjectivity

U2 - 10.1177/1350507610389682

DO - 10.1177/1350507610389682

M3 - Journal article

VL - 42

SP - 183

EP - 197

JO - Management Learning

JF - Management Learning

SN - 1350-5076

IS - 2

ER -