The performance paradox

Article Abstract:

The management of organizational change should avoid the performance paradox phenomenon. This phenomenon occurs when management teams perceive the necessary changes for the improvement of corporate performance but are performing tasks contradictory to the organizational goal. Also, managers fail to arrest the potential problems contributing to the decline in corporate performance. Awareness of the performance decline warning signs and implementation of incremental organizational changes are two approaches capable of preventing mediocre organizational performance.

Management Theory & Techniques, Performance, Organizational effectiveness, Organizational change

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How much can we learn from success?

Article Abstract:

Managers should be wary about extracting information from studies of successful companies. Studies examining the characteristics of thriving companies are often used by managers to gain useful strategies that they can apply to their own firm. Blindly following the principles espoused by such studies can result in failure since they have their own weaknesses and limitations. Executives are advised to first establish the relevance of corporate success studies before using them as a basis for developing new strategies.

Analysis, Business success

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Psst ... the merger mavens still have it wrong!

Article Abstract:

Several misconceptions have contributed to the failures of business mergers. These include the belief that corporate executives such as investors can decrease risk by buying several unrelated enterprises and utilizing the investment portfolio method as the basis for corporate planning, and the belief that it is better to acquire businesses which are related to the core business. Companies should not give up on a business because it appears to have matured or faces very stiff competition.

Acquisitions and mergers

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