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The study aims to explore the digital fashion trend within the Metaverse, characterized by non-fungible tokens (NFTs), across Twitter networks. Integrating theories of diffusion of innovation, two-step flow of communication and self-efficacy, the authors aimed to uncover the diffusion structure and the influencer's social roles undertaken by social entities in fostering communication and collaboration for the advancement of Metaverse fashion.

Social network analysis examined the critical graph metrics to profile, visualize, and cluster the unstructured network data. The authors used the NodeXL program to analyze two hashtag keyword networks, “#metaverse fashion” and “#metawear,” using Twitter API data. Cluster, semantic, and time series analyses were performed to visualize the contents and contexts of communication and collaboration in the diffusion of Metaverse fashion.

The results unraveled the “broadcast network” structure and the influencers' social roles of opinion leaders and market mavens within Twitter's “#metaverse fashion” diffusion. The roles of innovators and early adopters among influencers were comparable in collaborating within the competition venues, promoting awareness and participation in digital fashion diffusion during specific “fad” periods, particularly when digital fashion NFTs and cryptocurrencies became intertwined with the competition in the Metaverse.

The study contributed to theory building by integrating three theories, emphasizing effective communication and collaboration among influencers, organizations, and competition venues in broadcasting digital fashion within shared networks. The validation of multi-faceted Social Network Analysis was crucial for timely insights, highlighting the critical digital fashion equity in capturing consumers' attention and driving engagement and ownership of Metaverse fashion.

Although drawing from neoinstitutional theoretical apparatus and ontology, management fashion theory is understood as a theory that explains the transitory nature of popular ideas and practices while institutional theory explains their stabilization, persistence and further institutionalization. In a nutshell, it seems that being opposed to each other, these two theories describe and predict different, incommensurable diffusion trajectories and organizational behaviour patterns. The purpose of this paper is to unify these two competing perspectives.

This paper makes an attempt toward further unification of management fashion theory with new institutionalism by offering an alternative understanding and conceptualization of institutional change and deinstitutionalization and by distinguishing emerging concepts from already popular fashions.

Most emerging concepts never achieve popularity and disappear while few of them achieve massive media attention and diffuse widely becoming new management fashions. Once these concepts have achieved a wide popularity institutional forces would favor them and lead to further institutionalization. Institutional change is understood not as a deinstitutionalization of existing management fashion in terms of erosion, discontinuity or disappearance but as a decline in its media coverage while media attention focuses on new fashionable concept. The former management fashion gets institutionalized, institutional change occurs in terms of shifting attention toward new fashion and diffusion and institutionalization cycle restarts. Institutional prediction of isomorphism and institutionalization as irreversible tendencies thus can be unified with MF prediction about the bell-shaped curves in fashions’ popularity. Therefore, postulates and predictions of management fashion theory can be derived from new institutionalism and vice versa.

The paper aims to cover, generalize and explain different trajectories of various management and organizational concepts, deducing theoretical propositions from both institutional theory and management fashion theory. Theoretical and methodological ideas offered in this paper can be helpful in future research on management fashions and diffusion. Studies on the evolution of management concept can benefit from proposed categorization and causal relationships between different stages of the life cycle.

Unifying seemingly conflicting and disparate perspectives and views allows making organization theory more coherent in terms of both explanatory power and ontological commensurability. Following other mature sciences, we share the same notion of progress, namely, the aim of achieving unification and demonstrating that different organizational theories still describe the same reality.

Individuality (a desire for differentiation and a behaviour of non‐conformity) appears to be a motivation for the adoption of fashion innovation. However, the concept of individuality is bi‐dimensional with a desire for differentiation and a tendency towards independence. An individual who is independent is aware of social norms but not affected by them and hence docs not necessarily show fashion innovativeness. This study examines the bi‐dimensional concept of individuality and investigates its relationship to fashion innovativeness and opinion leadership. Data were obtained from 461 female college students. Factor analysis divided individuality into two dimensions: differentiation and independence. Differentiation was more related to fashion innovativeness than was independence. Fashion innovativeness and opinion leadership were correlated. Differentiation had a direct effect on fashion innovativeness while independence showed no significant effect. Differentiation and fashion innovativeness affected opinion leadership in the same magnitude, but independence showed a slightly negative effect. The results imply that the application of individuality, particularly, differentiation to fashion promotion and marketing strategies would be profitable.

This study aims to use organizational fashion to underscore a novel phenomenon in which products, services and practices fade in and out of the tourism/hospitality setting within a specific time frame. Drawing from the fashion theoretical strands in organization research, this paper studies how fashion has been conceptualized, operationalized and then diffused among tourism/hospitality enterprises.

A qualitative case design was used. A total of 37 semistructured in-depth interviews with executives of innovative tourism/hospitality companies (e.g. restaurants, hotels, theme parks and travel agencies) were conducted. This paper focuses on the organizational fashion phenomenon in which organizational trendsetters with creative, “hot” products/services have emerged prominently in the marketplace.

This inquiry illustrates a social phenomenon concerning the organizational fashion setting process by integrating existing production practices among different organizational suppliers in the hospitality sector. Different cases in the study show that fashion consists of a series of hybrid, paradoxical processes. These include conceptualization (conventionalization vs novelty, and personalization vs conformity), operationalization (bundling vs unbundling, and learning vs relearning) and diffusion (framing vs co-framing, and adaptation vs alteration).

Throughout the three continuous processes, service design and identity development for consumption, as well as value creation and knowledge transformation for production, are carried out according to the decision of what is “hot” and what is “out” at a particular time. In essence, fashion helps to explain why hospitality institutions imitate specific innovations to take advantage of popular trends in the consumer market, as well as how such trends vanish eventually.

This research contributes the insight that organizations use fashion as a managerial initiative to translate their organizational goals and improvise nascent products and services. The fashion processes can be triggered by microlevel individual organizations and are spread through a series of social interactions to become macrolevel phenomena in a recurring manner.

The diffusion of management accounting innovations (MAIs) is the focus of much debate in the management accounting research community. Extant contributions have drawn on a large of number of theories, including innovation diffusion theory and various sociologically inspired theories such as management fashion. The purpose of this paper is to examine and develop Røvik’s virus theory in the context of how MAIs diffuse. The paper further evaluates and elaborates on the potential usefulness of the virus perspective to empirical research on MAIs.

The paper uses a conceptual and explorative research approach. The paper introduces the virus perspective and compares this perspective with several other theoretical perspectives often used in studies of the diffusion of MAIs. This enables the identification of characteristics specific to the virus perspective. The paper also re-examines a number of prior studies of MAIs and identifies different virus characteristics implicit in these studies.

The findings of the paper imply that the virus perspective is a useful basis for empirical research on MAIs. The virus perspective differs from other theoretical perspectives in several respects and is particularly suited for longitudinal studies of both MAIs and organizational change. However, the perspective could be used at other levels of analysis as well. The extant studies reviewed in this paper provide support for the viral characteristics of MAIs. The paper also identifies and discusses avenues for future research using the virus perspective as a theoretical lens.

The virus perspective has been given little attention in research on MAIs, as well as more generally within accounting research. This research paper demonstrates that the virus perspective offers a rich and valuable conceptual framework for studying how demand-side organizations are affected by MAIs over extensive periods of time. The paper also discusses the implications of the virus perspective with respect to the research method.

Although writings in the fashion forecasting field often mention the connections between industry and culture, it still requires further clarifications in a context of uncertainty, fast pace changes and a high volume of information. This paper aims to explore fashion as a material culture to discuss forecasting roles in different stages of dialogue between culture and industry.

This paper explores the cultural aspects of fashion to discuss multiple roles of forecasting and its implications in the fashion system from a multidimensional perspective that interlaces culture and industry in contemporary contexts through a literature review in fashion forecasting and material culture. Recent nonacademic articles were also reviewed in order to highlight fresh perspectives in the field.

The literature review demonstrates that there are two main lines of reasoning in trend forecasting. First, trend forecasting as a cultural and predictive practice focused on understanding emerging shifts in the culture and translating them to the industry. The second approach considers trend forecasting as a strategic and curatorial practice that not merely predicts consumer's behaviors and preferences but intentionally acts as a filter of all the available possibilities curating and narrowing them down to organize the market around assertive information reducing financial losses risk. This article proposes an integration between the two perspectives – from culture to industry – in a contemporary context where consumers' tastes and preferences have become increasingly diverse, and early diffusion theories can no longer explain fashion spread.

Further investigations of contemporary and potential future trend forecasting roles and aspects could benefit from in-depth interviews and focus groups with industry experts, consumers and academics.

The paper intends to approximate theoretical reflections of fashion as a material culture to the current industry context.

It contributes to the studies of fashion forecasting, providing an overview of its development, roles and objectives, both from the industrial and material culture perspectives, which culminates in a framework that summarizes its intricate mechanisms.

Institutional theory assumes practice adoption and subsequent decoupling. However, there is a range of alternative organizational theories that challenge this view and offer instead their reinterpretation, extension and modification of institutional predictions with regard to the adoption and possible range of various responses and processes that follow the decision to adopt. This paper aims to review this spectrum of theories and suggest how they clarify, supplement, correct, restrict and/or abandon some institutional explanations and predictions.

Extensions and alternatives to institutional theory are mainly motivated by the need to have a theory of practice adoption and variation, and a plethora of alternative practice adoption theories currently exists in the literature. The authors review these theories and compare them against institutional theory and against each other.

The analysis revealed shortcomings and advantages of alternative theories compared to institutional theory and against each other. It is suggested which theory is most useful in each domain of application. The authors review and compare institutional theory, Scandinavian institutionalism, management fashion theory, virus theory and institutional inertia theory and analyze how and whether they are able to reproduce the success of institutional theory and successfully address and resolve its shortcomings and gaps. The authors conclude by discussing whether regular emergences of new theories that account for the idea-handling stage of diffusion signals institutional theory’s limit of validity in this domain.

The problem of idea emergence/diffusion/disappearance and adoption/variation/use are fundamentally different, but both of them motivated researchers to go beyond institutional theory. Despite being the dominant theory of organizations internally consistent and explaining a wide range of empirical observations, it is evident that institutional theory is not a complete theory. This paper contributes to this problem by exploring and comparing existing candidates for practice variation theory.

This article critically synthesizes the literature on sustainable fashion, the movement behind it and plausible fashion adoption theories. Then, to build on those studies, developing a new theory about adopting sustainable fashion – mainly among millennials and Generation Z who are behind forwarding and adopting this fashion trend – is sought after.

This is a theory-synthesized conceptual article that presents a literature-informed new theoretical structure pronouncing sustainable fashion adoption and its rise as a new luxury trend. That included explicating and unraveling the conceptual foundations and construction elements that different viewpoints use to articulate the trend under investigation and the searches for a common basis to construct a new and improved conceptual framework.

This study introduces the triple-trickle theory that incorporates the role of media and technology to organize and understand the diffusion of sustainable fashion and identify paths for future trickle-effects on fashion research.

Even though this has the benefit of offering a vast array of views and evidence that offers an adequate problem inspection, further studies providing empirical evidence are needed to establish the external validity of the theory derived from this research.

This theory can be applied to develop targeted practices to understand the diffusion and adoption of sustainable fashion and further practitioners’ understanding of product positioning, target marketing, marketing strategy and luxury opportunities in general.

Though interest in sustainable fashion has increased among consumers, no theory or model exists to explain its adoption. Therefore, the triple-trickle theory is proposed and aimed to be a more relevant framework to offer a theoretical premise for future empirical investigations of sustainable fashion adoption.

The purpose of this paper is to reconfigure a new component of dynamic capabilities across firms, and to summarize propositions and to construct a conceptual framework of the dynamic capabilities in fashion apparel industry.

The author used the interviews with the industry experts and trade association executives to develop an understanding of the strategic and technological issues facing the industry and to gain a historical perspective on the evolution of the industry.

This study explored the establishment of dynamic capability and market competitiveness in the fashion apparel industry from the perspectives of dynamic capability and resources embedment, and brought out the insight that commonalities/component has been overlooked. The “conceptual framework of dynamic capabilities in fashion apparel industry” developed by this study, which consists of the major key factors for the maintenance of fast fashion apparel industry in market competitive advantage.

Although the five top fashion apparel groups interviewed in this study are representative, there are limits in classification of other brands, which is one of the limitations in this study. Second, although qualitative research can achieve understanding of the utmost layer of situations, its greatest limitation is that it cannot investigate massive amount of interviewees, which is a second limitation in this study.

The theoretical contribution of the study is to construct a conceptual framework of dynamic capabilities in the fashion apparel industry using eight theoretical propositions. Such conceptual framework will become a basic knowledge system for firms in the fashion apparel industry to develop strategic directions, as well as an important knowledge reference to other firms when choosing what to establish as their core competences.

Information systems for production management tend to be promoted by technology suppliers as standardised solutions which form a singular “best practice”. However, as these technologies are configurational, the notion of best practice is illusory. Data on the diffusion and design of information systems for production management across four European countries indicate distinctive national differences. It is argued that these can best be explained at two levels: first, national differences in the social institutional networks through which information about these systems is diffused socially shapes patterns of adoption and design; second pre‐existing patterns of work design and managerial practices may influence the degree of “fit” between particular design philosophies and prevailing organizational contexts in different countries. Differences in the particular roles of professional association networks and technology suppliers in the diffusion process are explained in terms of different patterns of knowledge sharing across countries.