A reanalysis of Miller and Friesen's life cycle data

Article Abstract:

Miller and Friesen's (1984a) findings on a firm's life cycle progression are reanalyzed using del statistical analyses of three-, four- and five-phase models. Research results support the life cycle hypothesis which proposes that organizations experience patterns of structure and strategy which are predictable and which predicts that the patterns develop in time periods or phases. However, the reanalysis supports the life cycle hypothesis only when companies that stay in the same time period are not perceived as errors. Research results indicate that three- and four-phase models show more positive support for the life cycle hypothesis as compared to the results achieved using a five-phase model.

Miller, D., Friesen, P.H.

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Market, organizational and managerial correlates of economic performance in the U.K. electrical engineering industry

Article Abstract:

Data collected in structured interviews in 45 randomly-chosen firms in the UK electrical engineering industry are used to examine hypotheses associated with market, managerial, and organizational growth factors. Multiple regression analysis indicates that market share and entry barriers are key profit margin determinants, but also that tightness of working capital control and aggressive management style have an important effect. Centralized decision-making among smaller firms was also found to be associated with enhanced profitability.

United Kingdom, Analysis, Economic aspects, Profit, Profits, Return on investment, Electrical engineering, Rate of return, Great Britain

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Generating major change in stagnating companies

Article Abstract:

The inertial forces within stagnating or crisis-motivated corporations are so strong that significant changes to their patterns of business are infrequent and dramatic. Important changes might take place prior to the initiation of an externally caused crisis because of concern that further deterioration will cause a turnaround, or changing personnel, new viewpoints, or external force will cause even greater dissatisfaction with historic performance levels.

Business failures

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