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This study explores how the adoption of management ideas is conditioned by wider macro-level mentalities that are not company based but that instead reflect professionally or nationally rooted ways of managing. Drawing from studies on professional mentalities and practices, we study Finnish top executives working in globally operating multinational corporations in the metal and forestry industries, showing how, starting in the 1980s, they adopted new management practices during the rise of globalisation, market liberalisation and post-Fordism. Altogether, a traditional engineering mentality strongly conditioned the dissemination of new management ideas, which needed to adapt with the existing mentality. As a result, we find three ways of management idea dissemination: (a) new ideas had to fit in with the old business elite mentality, (b) new ideas were side-lined and belittled by the old mentality and (c) new ideas were smuggled into management by reframing and widening the old mentality. By extending Guillén's work on elite mentalities, the study contributes to the research on management ideas by exploring the role of societal macro-level mentalities in management learning, highlighting their role in times of societal transformation. [ABSTRACT FROM AUTHOR]

This article explores the role of affect in governmentality and develops the concept of the 'affective milieu' to better understand liberal forms of managerial control in market environments. Taking Foucault's writings on consent, security and technologies of self as a vantage point, we suggest that the regimes of governmentality are both rational and affective milieus and propose that the Spinozan–Deleuzian affect theory provides an entry point for exploring how regimes of governmentality operate as affective milieus. The Spinozan–Deleuzian affect theory helps in understanding affective complexities and attempts to create affective alliances in governmentality. Elucidating this point, we explore how top executives at globally operating paper and metal companies entered a new affective milieu when going through market liberalisation. The affective milieu oscillates between the dangers and promises of the market. Using the notion of priming, we analyse how the top executives use the affective threats and promises of the opening markets and how they attempted to develop managerial techniques to incite and orient employees in the new milieu. [ABSTRACT FROM AUTHOR]

This study examines resistance by the managers of large Finnish metal corporations to management ideas that do not conform to the prevailing corporate culture and managers' understanding of corporation traditions. The data consist of the personnel magazines of the corporations and interviews of their current and former top managers. The findings suggest that management ideas focusing on social relations within workplaces were deemed foreign and therefore unrealistic and inefficient. Resistance was particularly strong against the management ideas that were labelled 'soft', as they were perceived to be imposed on the organization and in juxtaposition with the prevailing corporate culture and its traditional values. Resistance seemed to serve as a means of maintaining and restoring a historically prominent masculine corporate culture that was represented as culturally rooted and authentic. The article reveals that it is essential to take corporate history and corporate culture into account when studying the adoption of management ideas on an organizational level. [ABSTRACT FROM AUTHOR]

The article contributes to the literature on management dissemination by looking at how management fashions are diffused into and circulated in politics. The ideas of management have been increasingly disseminated into the realm of politics during recent decades. To illustrate how this takes place, this article examines the spread of Michael Porter’s ideas on national politics. Porter’s work is considered a management fashion that has been skilfully packaged; a new form of the 20th-century tradition of state-led social engineering which takes the form of management fashion-style packaging. For this he is seen as a global guru in national politics, and this development is regarded as a new form of consultocracy in the realm of democracies. In consultocracy, the ideas of management consulting are often adopted into politics as a common justifying rationality of power for the political elites. Thus we call for further research on the underlying dynamics of the power involved as management fashions are disseminated into the realm of politics. [ABSTRACT FROM AUTHOR]