Thematic Analysis of Mirage of Modern Management: Fads, Fashion and Performing Organisation

This study scrutinizes the trend toward management fads and how they affects organization performance within underperforming firms, influenced by the perception and practice of management fashion consciousness and executive susceptibility. Though some models such as Total Quality Management (TQM), Business Process Reengineering (BPR), Six Sigma, and the Balanced Scorecard, are often advocated as breakthrough tools, management fashion implementation mostly is seen as being driven by symbolic legitimization in place of real reform. Utilizing Management Fashion Theory and McGregor’s Theory Y, the study explores the interrelationship between the phenomenon of management fashion implementation, management fashion consciousness and executive susceptibility, specifically within underperforming firms. The qualitative research design involves thematic content analysis of peer-reviewed journal articles, case studies, books, and conference papers during the period 2010-2025. The study indicates that firms in distress and with poor performance often adopts current management models as external means rather than internal reform. Evidence points to the management fad implementation which may lack fit to the situation in organizations, leading to role vagueness and initiative fatigue as well as symbolic compliance to managerial changes. The research describes management fashion consciousness as cultural environment that values symbol over substance while executive susceptibility refers to a culture of reactive decision making based on peer learning and external stimuli. Without sufficient internal evaluation process and critically evaluated choices of leadership, the phenomenon of management fashion will repeat and terminate without meaningful organizational performance gains. The recommendations include establishing a practice of evidence-based decision-making, enhancing leadership development process and aligning organization management practices with organizational reality