In search of excellence

By G. Hughes. Emergency Medicine Journal, 2006

1,107 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e256b87d33dd24e34c4bfa0da955fc71768b06b0

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In Strategy and Management

Citations in the corpus

Test of a service profit chain model in the retail banking sector (2005, background): “Kennett (2000), and in the retail sector by Rucci et al. (1998). In the banking sector, Loveman (1998) found that higher customer satisfaction leads to increased cross-selling at the branch level, and Ittner and Larcker (1998) found customer satisfaction was a leading indicator of revenue, and growt”
Revisiting Burns And Stalker: Formal Structure And New Venture Performance In Emerging Economic Sectors (2006, background): “Many practitioners and educators have also espoused the negative relationship between administrative intensity and performance, arguing that excess management often stifles innovation and may get in the way of firm productivity (Peters & Waterman, 1987; Timmons & Spinelli, 2003).”
Enterprise risk management and firm performance: A contingency perspective (2009, background): “…for firm i, Ri = Return for firm i, Rm = Return for the market, Rf = Risk free rate of return, and bi = Beta for the firm i. 17 The excess market return is a risk-adjusted performance measure, because the market returns are risk-adjusted (see Kolodny et al., 1989; Gordon and Smith, 1992).”
Organizational climate and culture. (2009, neutral): “That is, culture very quickly became the darling of the management consultingworld,withbookssuchas In Search of Excellence (Peters & Waterman 1982) and Corporate Culture: The Rites and Rituals of Organizational Life (Deal & Kennedy 1982) attracting headlines.”
Challenges Faced by the Small and Medium Enterprises (SMEs) in Malaysia: An Intellectual Capital Perspective (2011, neutral): “It can be considered as a back bone of national economy (Peters and Waterman, 1982; Amini, 2004; Radam et al., 2008).”
Comparing Public and Private Sector Decision-Making Practices (2006, background): “According to Peters and Waterman (1982) and Peters (1995), organizations that lack a strong culture do not act decisively to foster change.”
Strategy as Practice and the Narrative Turn (2011, background): “166), as well as in Rouleau’s (2005) study of strategic sensemaking in a clothing firm where she showed how middle managers developed stories that reinforced and implicitly enacted the firm’s strategy in interactions with clients.”
JEEA‐FBBVA LECTURE 2013: THE NEW EMPIRICAL ECONOMICS OF MANAGEMENT (2014, background): “This is a problem with approaches such as that of Peters and Waterman (1982) who interviewed 43 firms in the United States who had outperformed their peers over a number of years and detailed eight themes that they claimed determined success.”
Gauging Growth: How to Judge No Child Left Behind? (2007, background): “…the writing of popular management gurus who reported how centralized managers in leading companies were focusing their efforts on tracking the performance of local units while decentralizing the means by which site managers pursued greater efficiency and innovation (e.g., Peters & Waterman, 1982).”
Time and Organizational Improvisation (2005, neutral): “…strategy research and practice, and a strong managerial preference towards routinization and control, there is evidence in the literature that improvisation is more common in organizations than managers may think (e.g., Mintzberg & McHugh, 1985; Pascale, 1984; Peters & Waterman, 1982; Rerup, 2001).”
The contribution of core employees to organizational capabilities and efficiency (2006, background): “In an influential book, Peters and Waterman (1982) defend specialization as a successful strategy.”
The Compositional Impact of Team Diversity on Performance: Theoretical Considerations (2005, background): “There is a long stream of research suggesting that effective organizations must have the ability to be both differentiating and integrative (Lawrence & Lorsch, 1967; Peters & Waterman, 1988).”
Changing Patterns of Task Discretion in Britain (2004, background): “The need to involve employees more in decisions that affect their work, in order to unleash their creativity and harness their commitment, has been a central theme in recent management discourse (Hales, 2000; Peters, 1992; Peters and Waterman, 1982).”
Contracting in a Supply Chain with Stochastic Demand and Substitute Products (2004, background): “While the retailer wanted a target ﬁll rate close to 97%, the vendors were achieving more than 99% ﬁll rate Hammond (1988) and Peters and Waterman (1988) have made similar observations about the Frito-Lay service level”