The new management thinkers bring both fresh insights and a revival message to American managers, which together herald a timely challenge to American academia.
Get full access to this article
View all access options for this article.
References
1.
HayesR.AbernathyW., “Managing Our Way to Economic Decline,”Harvard Business Review (July/August, 1980), pp. 67–77.
2.
AndrewsK., The Concept of Corporate StrategyHomewood, Illinois: Dow Jones-Irwin, 1971; see also Richard D. Irwin, Inc., 1980).
3.
KiechelW., “Corporate Strategists Under Fire,”Fortune (27 December 1982), pp. 32–39.
4.
WatsonT., A Business and its Beliefs: The Ideas That Helped Build IBM (McGraw-Hill Book Co., 1963), p. 5.
5.
PascaleR.AthosA., The Art of Japanese Management: Applications for American Executives (New York: Warner Books, 1981), p. 307.
6.
WaleyA., trans., The Analects of Confucius (New York: Vintage Books, 1938), p. 161.
7.
BarnardC., The Functions of the Executive (Cambridge, Mass., 1968), p. 279.
8.
DruckerP., Management: Tasks, Responsibilities, Practices (New York: Harper & Row, 1974), pp. 75–77.
9.
QuinnJ., Strategies for Change: Logical Incrementalism (Homewood, Illinois: Richard D. Irwin, Inc., 1980), p. 204.
10.
BurgelmanR., “A Model of the Interaction of Strategic Behavior, Corporate Context and the Concept of Strategy,”The Academy of Management Reviewvol. 8, No. 1 (January 1983), pp. 61–70.
11.
PascaleR., “Our Curious Addiction to Corporate Grand Strategy,”Fortune (25 Jan. 1982), pp. 115–16.
12.
PascaleAthos, op. cit., p. 306.
13.
Pascale, op. cit., pp. 116–17.
14.
ThurowL., Dangerous Currents: The State of Economics (New York: Random House, 1983), p. 236.
15.
SkinnerW., “Manufacturing—Missing Link in Corporate Strategy,”Harvard Business Review (May/June 1969), p. 136. See also SkinnerW., Manufacturing in the Corporate Strategy (New York: John Wiley & Sons, Inc., 1978).
16.
AbernathyW.ClarkK.KantrowA., Industrial Renaissance: Producing a Competitive Future for America (New York: Basic Books, Inc., 1983), p. 119.
17.
ReichR., The Next American Frontier (New York: Times Books, 1983), p. 279.
18.
GivertzD.KotkinJ., A Business Plan for America (Forthcoming, New York: G. P. Putnam's Sons, 1984), Chapter 1.
19.
Indeed, to the outsider, as a group they might appear highly incestuous. Much of the research behind Ouchi's comparative study of American and Japanese management was done at Stanford University in conjunction with Pascale. Pascale in turn worked with Athos and with Peters and Waterman on the McKinsey study of managerial excellence. The 7S framework (see also reference 22) was developed by a team that included Peters, Waterman, Pascale and Athos and others at McKinsey. See OuchiW., Theory Z: How American Business Can Meet the Japanese Challenge (Reading, Mass.: Addison-Wesley, 1981); PascaleR.AthosA., The Art of Japanese Management: Applications for American Executives (New York: Warner Books, 1981); and PetersT.WatermanR., In Search of Excellence: Lessons from America's Best-Run Companies (New York: Harper & Row, 1982). The authors of Corporate Cultures (one of the authors is a principal at McKinsey) refer to Peters as the “intellectual and spiritual godfather” of their book. Pascale, Peters, Ouchi, Waterman, and Abernathy have all taught at Stanford University, and Hayes is a Stanford Ph.D.; while Athos, Abernathy, Deal, and Hayes are currently professors at Harvard University. See DealT.KennedyA., Corporate Cultures: The Rites and Rituals of Corporate Life (Reading, Mass.: Addison-Wesley, 1982).
20.
BlanchardK.JohnsonS., The One-Minute Manager (New York: William Morrow and Company, Inc., 1982).
21.
OuchiW., Theory Z: How American Business Can Meet the Japanese Challenge (Reading, Mass.: Addison-Wesley, 1981), p. 4.
22.
PascaleAthos, op. cit., p. 125. For the original articulation of the 7S framework, which has been copyrighted by McKinsey and Co., Inc., see WatermanR.Jr.PetersT.PhillipsJ. R., “Structure is not Organization,”Business Horizons (June 1980), pp. 14–26.
23.
Porter's real contribution, however, is applying the framework of microeconomics to managerial industry analysis. Porter's framework expands industry analysis beyond the usual focus on competitors (rivals) to include the bargaining power of buyers and suppliers, the threat of new entrants and substitutes, and the overall structure and state of development of the industry. See PorterM., Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980), pp. 47–74.
24.
PetersWaterman, op. cit., p. 13.
25.
“Hugely successful” Apple Computer's sales in 1981 are given as “approaching $750M in 1981.” The company's sales that year were $334M. See PetersWaterman, ibid, p. 286. According to a letter from one of the authors (Waterman) many of the errors, including this one, have been corrected in the last printing. R. Waterman, Letter, July 21, 1983.
26.
PetersWaterman, ibid., p. 26.
27.
PetersWaterman, ibid., p. 37.
28.
PetersWaterman, ibid., p. 246.
29.
PetersWaterman, ibid., p. 26.
30.
ZaleznikA., Human Dilemmas of Leadership (New York: Harper & Row, 1966), p. 222.
31.
KiechelW., “Wanted: Corporate Leaders,”Fortune (30 May 1983), pp. 135–40.
32.
GoetheJ.W., Goethe's World View, presented in his Reflections and Maxims, translated by NordenHeinz (Frederic Ungar Publishing Co., 1963), p. 129.
33.
SimonH., Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations (New York: The Free Press, 1976), p. 16.
34.
Barnard, op. cit., p. 71.
35.
Zaleznik, op. cit., p. 224.
36.
GilderG., Wealth and Poverty (New York: Basic Books, 1981), p. 74.
37.
GalbraithJ. K., The New Industrial State (New York: Mentor Books, 1967, 1971), p. 84.
38.
BurnsJ. MacGregor, Leadership (New York: Harper & Row, 1978).
39.
SingerK., Mirror, Sword and Jewel, The Geometry of Japanese Life (Tokyo: Kodansha International, 1973), p. 98.
40.
BriggsB., “The Dangerous Folly Called Theory Z,”Fortune, (17 May 1982), pp. 41–53.
41.
de TocquevilleA., Democracy in America (New York: Mentor Books, 1956).
