WHAT HAPPENS AFTER SUCCESS: THE PERILS OF EXCELLENCE*
研究了长期成功如何导致企业出现结构惰性、极端流程导向、信息收集减少和对外部变化反应迟钝等问题，基于36家公司的历史分析提供了初步证据。
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: (1) exhibit inertia in many aspects of structure and strategy‐making process; (2) pursue immoderation , that is, adopt extreme process orientations; (3) manifest inattention , that is, reduce intelligence gathering and information processing activity; and (4) demonstrate insularity by failing to adapt to changes in the environment. an empirical analysis of the long‐term histories of 36 companies provides tentative support for these notions.