Knowledge that Transforms

T his paper utilizes information collected on more than eighty British companies and on about 800 senior managers working in them. It is in two parts. Part I starts by outlining problems involved in identifying influences on company performance. It then describes the sources of data analysed in the paper. The remainder of Part I examines the view that certain managerial and organizational attributes will tend to raise levels of performance whatever the type of company and its operating circumstances. Another approach takes the view that what makes for good performance is contingent upon the type of company and the prevailing situation. This is examined against our data in Part II of the paper. Part II concludes with an assessment of present knowledge on the managerial and organizational concomitants of company performance and the practical implicatons to be drawn from it.