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Liczba wyników
2014 | 7 | nr 17 | 79--105
Tytuł artykułu

A study of corporate performance factors

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The aim of this article is to find out what factors influence the performance of the company. There have already been a vast numbers of studies conducted about the success factors that are common to companies performing better than others under various criteria, such as revenue, profit or value growth. This article researches these findings and summarizes what they have in common. The main goal of it is to prove that there are common factors that contribute to the performance of the companies The result of this research is a model of a company's performance factors. Most of the findings of the authors that have researched the area of a firm's performance suggest that the three factors that influence company performance the most are core values, agility and people. (original abstract)
Rocznik
Tom
7
Numer
Strony
79--105
Opis fizyczny
Twórcy
  • Szkoła Główna Handlowa w Warszawie
Bibliografia
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  • Collins J., 2001, Good to Great: why some companies make the leap. and others don't, HarperCollins, New York.
  • Collins J. C., Porras J. I., 2002, Built to last: successful habits of visionary companies, HarperCollins Publishers, New York
  • Collins J., Hansen M. T., 2011, Great by Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All, Harper Business, 1 edition, October 11.
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  • Foster R., Kaplan S., 2001, Creative destruction: why companies that are built to last underperform the market - and how to successfully transform them, Currency, United States
  • Jin K. G., Drozdenko R. G., 2010, Relationships among Perceived Organizational Core Values, Corporate Social Responsibility, Ethics, and Organizational Performance Outcomes: An Empirical Study of Information Technology Professionals, "Journal of Business Ethics", vol 92, no 3, Mar
  • Joyce W., Nohria N., Roberson B., 2004, What really works: the 4+2 formula for sustained business success, HarperCollins Publishers, New York.
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  • Lahti R.K., 1999, Identifying and Integrating Individual Level and Organizational Level Core Competencies, "Journal of Business and Psychology", vol. 14, no. 1, Dec.
  • Larreche J. C., 2008, The momentum effect: how to ignite exceptional growth, Prentice Hall, New Jersey
  • Leonard-Barton D., 1992, Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development, "Strategic Management Journal", vol. 13, Special Issue: Strategy Process: Managing Corporate Self-Renewal, Summer.
  • Marcus A.A., 2006, Big winners and big losers: the 4 secrets of long-term business success and failure, Pearson Education, Inc
  • Olson M. S., Bever D., 2008, Stall points: most companies stop growing - yours doesn't have to, Yale University Press, New Haven & London.
  • Peters T., Waterman R. H., 2004, In search of excellence: lessons from America's best-run companies, Profile Books Ltd., London.
  • Taylor F. W., 1911, Principles of scientific management, New York and London, Harper & brothers
  • Thomson D. G., 2006, Blueprint to a billion: 7 essentials to achieve exponential growth, John Wiley & Sons, Inc, Hoboken, NJ
  • Viguerie P., Smit S., Baghai M., 2008, The granularity of growth: hot to identify the sources of growth and drive enduring company performance, John Wiley & Sons, Inc., Hoboken, NJ
  • Watrous K. M., Huffman A. H., Pritchard R. D., 2006, When Coworkers and Managers Quit: The Effects of Turnover and Shared Values on Performance, "Journal of Business and Psychology", vol 21, no 1, Fall
  • Zook C., Allen J., 2001, Profit from the core: growth strategy in an era of turbulence, Harvard Business Review Press
  • Zook C., Allen J., 2001, Profit from the core: a return to growth in turbulent times, Bain & Company, Inc.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171341771

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