TY  - JOUR
AB  - The Peters and Waterman framework of eight management principles,
focused largely on organisational design issues, is used to examine
differences between 19 “excellent” and 50
“non‐excellent” firms. Data from large United States
manufacturers show that the “excellent” companies earn
higher returns on capital, have less variable returns and are more
innovative. They also tend to operate businesses which emphasise high
value‐adding activities further downstream, closer to the final market.
Twenty‐two measured items associated with the eight Peters and Waterman
principles differ systematically between the “excellent” and
“non‐excellent” firms. In addition, 13 measures associated
more directly with strategy also differ systematically. High investment
in R&D, a strong international posture, and strong market positions
provide an alternative explanation to the Peters and Waterman principles
for good profit and innovation performance by the
“excellent” firms, thus reinforcing the need to better
understand industry and global strategy dynamics – as well as the
ingredients of entrepreneurial, open climates.
VL  - 29
IS  - 4
SN  - 0025-1747
DO  - 10.1108/00251749110006013
UR  - https://doi.org/10.1108/00251749110006013
AU  - Capon Noel
AU  - Farley John U.
AU  - Hulbert James M.
AU  - Lei David
PY  - 1991
Y1  - 1991/01/01
TI  - In Search of Excellence Ten Years Later: Strategy and
Organisation Do Matter
T2  - Management Decision
PB  - MCB UP Ltd
Y2  - 2024/04/20
ER  -