Scientification, immune responses, and reflection

Abstract

PurposeThere is little consensus among academics on how to treat management fashions. The aim of this paper is to point out how management scientists have previously dealt with consulting concepts and which ways of dealing with them seem to be appropriate.Design/methodology/approachThe debate surrounding management fashions alludes to the topic, how academia demarks its borders. Thus, a concept is required with which management studies and practice can be described as distinct entities in order to juxtapose the two spheres. This is done by applying Niklas Luhmann's systems theory to the realm of management studies.FindingsThe development of academia's attitude toward consulting concepts can be subdivided into three different phases: management academics considered consulting concepts as quasi‐scientific element; these concepts were then interpreted as a “foreign body”: and, finally, they were an object of scientific reflection. The last phase includes a transformation that has started only recently. From the perspective of the theory of self‐referential systems this change can be described as a sound development and it seems unlikely that academic approaches and consulting concepts will converge. In this perspective the non‐academic character of such consultancy‐concepts becomes evident‐just like their hidden usefulness.Originality/valueProvides insights on how management scientists deal appropriately with consulting concepts. The change in attitude towards fashionable management concepts provides information not only about the consultancy concepts, but also about an altered self‐conception of management studies.