title: Toward a theory of high performance.
abstract: What does it mean to be a high-performance company? The process of measuring relative performance across industries and eras, declaring top performers, and finding the common drivers of their success is such a difficult one that it might seem a fool's errand to attempt. In fact, no one did for the first thousand or so years of business history. The question didn't even occur to many scholars until Tom Peters and Bob Waterman released In Search of Excellence in 1982. Twenty-three years later, we've witnessed several more attempts--and, just maybe, we're getting closer to answers. In this reported piece, HBR senior editor Julia Kirby explores why it's so difficult to study high performance and how various research efforts--including those from John Kotter and Jim Heskett; Jim Collins and Jerry Porras; Bill Joyce, Nitin Nohria, and Bruce Roberson; and several others outlined in a summary chart-have attacked the problem. The challenge starts with deciding which companies to study closely. Are the stars the ones with the highest market caps, the ones with the greatest sales growth, or simply the ones that remain standing at the end of the game? (And when's the end of the game?) Each major study differs in how it defines success, which companies it therefore declares to be worthy of emulation, and the patterns of activity and attitude it finds in common among them. Yet, Kirby concludes, as each study's method incrementally solves problems others have faced, we are progressing toward a consensus theory of high performance.
authors: jkirby@hbsp.harvard.edu
authors: Julia
authors: J
authors: Kirby
mesh_terms: D019985:Benchmarking; D004465:Economic Competition; D017598:Efficiency, Organizational; D006801:Humans; D007324:Institutional Management Teams; D015279:Organizational Culture; D009936:Organizational Innovation; D012106:Research; D013598:Systems Theory; D013997:Time Factors; D017749:Total Quality Management / Q000458:organization & administration*