The 1980s have been marked by the publication of an unusually large number of books on the topic of management. Bookstores across the United States have displayed a greater number of management books than ever before, and many have been found on, or close to, the “best sellers” list. A few books have achieved “million-seller” status; others have passed quickly into oblivion. Presumably, many managers have read one or more of these books. Business-related books have drawn the attention of managers, often through favourable (or critical) exposure in business periodicals like Business Week, Fortune and Inc. magazine. Summaries and reviews of these books, ranging from a single paragraph to several pages, appear regularly in various professional and academic journals. The widespread availability and popularity of these business books creates an opportunity for managers to expand their intellectual horizons and improve their managerial practices. However, they also introduce a serious risk - the perpetuation of a search for the “quick fix” to their organisational woes. This simultaneous benefit/risk leads to the question, “What is the potential role of popular business books in management development programmes?”.