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| Author: | Miller, D. |
| Title: | What happens after success: the perils of excellence |
| Journal: | Journal of Management Studies
1994 : MAY, VOL. 31:3, p. 325-358 |
| Index terms: | SUCCESS ORGANIZATION COMPANIES |
| Language: | eng |
| Abstract: | This article examines how past performance influences the way an organization evolves, makes decisions, and adapts to its environment. It argues that compared to other periods of history, those that follow a lengthy interval of success will reveal companies that are especially apt to: exhibit inertia in many aspects of structure and strategy-making process; pursue immoderation, that is, adopt extreme process orientations; manifest inattention, that is, reduce intelligence gathering and information processing orientations. |
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