he extant literature acknowledges the dominance of U.S.-based theories and institutional models in research and teaching on management (Chanlat, 1994; Whitley, 1988). Postwar U.S. influence on academic management studies in Europe, for example, is now well documented (e.g., Amdam and Norstrom, 1994; de Man and Karsten, 1994). There is also a growing awareness, however, of the problematic nature of treating the development of management and organization theories as a global phenomenon and an increasing interest in studying national variations (e.g., Guillen, 1994; Lammers, 1990; Üsdiken and Pasadeos, 1995). These studies have sought to understand the conditions and the dynamics involved in the international transfer of theoretical orientations. Clearly, more research is needed for a better understanding of the international diffusion of theories in management and its local ramifications. Moreover, the empirical scope of the extant literature has been limited; much work has focused almost entirely on developments within and the interactions among the United States and some European countries. Research exploring the processes and the impact of theory taking in management studies in late-industrializing countries in Europe or elsewhere is almost nonexistent. This paper addresses these issues within the context of Turkey, a postwar late-industrializer. Late industrialization means industrial development that takes place within an international context of advanced economies and through dependence on foreign technology (Buğra, 1994). It also implies the late-coming of management studies as a discipline and a prevalent disposition to import--very much like technology and capital equipment-management methods and procedures from more developed economies. Given this context, this explores the evolution of thinking and research of Turkish academia on management and organizations. More specifically, it traces the diffusion and persistence of theories developed elsewhere and their impact on indigenous contributions and research traditions. [ABSTRACT FROM AUTHOR]