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While management is considered relatively immature compared to other social sciences, for over half the lifespan of the discipline, the field has been bombarded with “fads”. For the purposes of this manuscript, fads are defined as “managerial interventions which appear to be innovative, rational, and functional and are aimed at encouraging better organizational performance”. This definition draws on and integrates a number of theorists’ conceptualizations of fads. Notably, however, there is some point at which a fad sufficiently demonstrates its effectiveness in numerous and diverse settings to warrant an evolution from fad status to something which implies more permanence. This issue is addressed in a theoretical model which traces the process of fad adoption using historical bibliometric data. The model offers propositions concerning the precursors, moderators, and outcomes of adoption.

The cornerstones of servant leadership theory (service, trust, credibility, and vision) were used to analyze how one of the most outstanding leaders of the twentieth century, Jean Monnet, used his skills to solve difficult problems of regional and global dimensions. Many believe that this Frenchman possessed unusually astute leadership skills in guiding individuals and governments during critical times. His contributions during World Wars I and II were notable, but he is best remembered for his conception and instigation of the European Union. Known as the "Father of Europe," he became one of the most influential figures of the postwar era. Focusing on economic cooperation among European nations, he effectively used a quiet, behind the scenes approach, to advance his objectives.

Suggests that the Triangle Shirtwaist factory fire in New York City in 1911 was the veritable genesis of laws safeguarding workers. The events of the 18‐minute inferno which killed 146 young, immigrant garment workers are summarized, as are the factory owners’ responses to the fire, along with the rationalizations they used to defend their lethal actions, which included moral justification, accusing the accuser, blaming the victim, advantageous comparison, responsibility displacement, responsibility diffusion, dehumanization, and blame attribution. Reviews workplace reforms initiated as a direct result of this fire and discusses why such historical disasters are unlikely to re‐occur if three simple lessons are heeded: first, it is unfortunate that it has required major trauma or carnage to awaken the public to the realities of existing dangers; second, mere compliance with existing statutes is often insufficient for protecting workers; and third, organizations which fail to self‐monitor will often be subjected to external control and regulation.