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The Corporate Performance Conundrum: A Synthesis Of Contemporary Views And An Extension

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  • P. Rajan Varadarajan
  • Vasudevan Ramanujam

Abstract

What characterizes superior organizational performance? The question has always fascinated practitioners and academic researchers, and a string of recent bestsellers attests to the current prominence of performance as an organizational issue. This article brings together recent perspectives on performance and provides some further conclusions of its own based on analysis of a new database. Articles on 74 companies rated by Business Month as being one of the five best‐managed companies during each of the 15 years in the 1972–86 timeframe were content analysed in an effort to isolate the key strategic and organizational factors associated with superior corporate performance. Results indicate that superior performance is associated with a broad product line accompanied by geographic diversity, an emphasis on planning coupled with sound financial controls and reporting systems, a high level of commitment to product and process innovation, investments in modernization of manufacturing facilities, a reputation for superior quality and customer service, and progressive human resource management practices. These findings are compared and contrasted with the conclusions of other recent studies and implications of the findings for management are discussed. Far from being the result of applying any particular formula, superior performance is found to require a diverse mix of competencies and values.

Suggested Citation

  • P. Rajan Varadarajan & Vasudevan Ramanujam, 1990. "The Corporate Performance Conundrum: A Synthesis Of Contemporary Views And An Extension," Journal of Management Studies, Wiley Blackwell, vol. 27(5), pages 463-483, September.
  • Handle: RePEc:bla:jomstd:v:27:y:1990:i:5:p:463-483
    DOI: 10.1111/j.1467-6486.1990.tb00257.x
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    Cited by:

    1. Glaister, Keith W. & Buckley, Peter J., 1998. "Management-performance relationships in UK joint ventures," International Business Review, Elsevier, vol. 7(3), pages 235-257, June.
    2. Alfonso Vargas Sánchez & Elia García Martí, 2003. "La medición del desempeño de las sociedades cooperativas agrarias. Perspectiva de los directores-gerentes de las provincias de Huelva y Jaén," CIRIEC-España, revista de economía pública, social y cooperativa, CIRIEC-España, issue 46, pages 85-116, November.
    3. Luis Alfredo Arguelles Ma & Roman Alberto Quijano Garcia & Deneb Eli Magana Medina & Mario Javier Fajardo, 2016. "Establishing A Model That Efficient Management Through Performance, Estableciendo Un Modelo Que Eficiente La Gestion A Traves Del Desempeno," Revista Global de Negocios, The Institute for Business and Finance Research, vol. 4(3), pages 43-55.
    4. Yannis Caloghirou & Stavros Ioannides & Nicholas S. Vonortas, 2003. "Research Joint Ventures," Journal of Economic Surveys, Wiley Blackwell, vol. 17(4), pages 541-570, September.
    5. James V. Koch & Richard J. Cebula, 1994. "In Search Of Excellent Management," Journal of Management Studies, Wiley Blackwell, vol. 31(5), pages 681-699, September.
    6. Demirbag, Mehmet & Glaister, Keith W. & Sengupta, Abhijit, 2020. "Which regions matter for MNEs? The role of regional and firm level differences," Journal of World Business, Elsevier, vol. 55(1).
    7. Tuominen, Matti & Rajala, Arto & Moller, Kristian, 2004. "How does adaptability drive firm innovativeness?," Journal of Business Research, Elsevier, vol. 57(5), pages 495-506, May.
    8. Strandskov, Jesper & Hundahl, Lone & Laursen, Christina, 1999. "Strategic marketing types: Evidence from the European meat processing industry," MAPP Working Papers 60, University of Aarhus, Aarhus School of Business, The MAPP Centre.

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