[11]. Peters and Waterman used 20 years （Peters， T. and Waterman， R.， In Search of Excellence， New York: Collins， 1982）； Kotter and Heskett used II years （Kotter， J.R and Heskett， J.L.， Corporate Culture and Performance， New York: Free Press， 1982）； Collins and Porras used up to 15 years （Collins， J.C. and Ponas，J.I.， Built to Last: Successful Habits of Visionary Companies， New York: Haiper Business， 1994）； Foster and Kaplan used 15 years （Foster， R. and Kaplan， S.， Creative Destruction: Why Companies that Are Built To Last Underperform the Market - and How To Transform Them， New York: Currency/ Doubleday， 2001）； Joyce， Nohria and Roberson used 10 years （Joyce， W.， Nohria， N. and Roberson， B.， What Really Works: The 4 + 2 Formula for Sustained Business Success， New York: Harper Business， 2003）； and Stadler used 50 years （Christian Stadler， Enduring Success - What We Can Learn from the History of Outstanding Corporations， Stanford University Press， 2011）.
See also a review of these studies in Kirby， J.， "Toward a theory of high performance，” Harvard Business Review， July-August， 30-9， 2005.
[12]. Following the approach of Collins， J.， Good to Great， New York: Harper Business， 2001.
[13]. Lawrence， B.S.， “Historical perspective: using the past to study the present，” Academy of Management Review， 9， 307-12， 1984.
[14]. Putnam， L.L.， Phillips， N.， and Chapman， P， “Metaphors of comiminication and organization” in S. Clegg， C. Hardy， and W. Nord （eds）， Handbook of Organization Studies， London: Sage， 1996.
[15]. Floyd， S.W. and Lane， P.J.， “Strategizing throughout the organization: managing role conflict in strategic renewal，” Academy of Management Review， 25（1）， 154-77， 2000.
[16]. Fincham， R.， "Perspectives on authority: processual， institutional and ‘internal’ forms of organ izational authority，” Journal of Management Studies， 29， 741-59， 1992； Finkelstein， S. and Hambrick， D.， Strategic Leadership: Top Executives and their Effects on Organizations， Minneapolis， MN: West， 1996； Pearce， J.A.， “A structural analysis of dominant coalitions in small banks，” Journal of Management 21 1075-95， 1995； Pfeffer， J.， Authority in Organizations， Boston， MA: Pitman， 1981； and Thompson， J.D.， Organizations in Action， New York: McGraw-Hill， 1967.
[17]. Yin， R.IC， Case Study Research: Design and Methods， Applied Research Methods Vol. 2， Thousand Oaks， CA: Sage Publications， 1994.
[18]. Ragin，C.， “ ‘Casing’ and the process of social inquiry，” in Ragin， C. and Becker， H. （eds）， What is a Case？ Exploring the Foundations of Social Inquir， pp. 217-26， Cambridge: Cambridge University Press， 2000； Ragin， C.， The Compartive Berkeley: University of California Press， 1987.
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[20]. As noted by Pettigrew， A.M.， The Awakening Giant. Continuity and Change in Imperial Chemical Industries， Oxford: Basil Blackwell， 1985.
[21]. Doz， Y and Kosooen， M.， Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game. Philadelphia， PA: Wharton School Publishing， 2008.
[22]. Dcozin， NJC and Lincoln， Y.S.， “Introduction: The discipline and practice of qualitative search， W N.K. Denzin and Y.S. Lincoln （eds）， Handbook of Qualitative Research， pp. 1-28， Thousand Oaks， CA: Sage， 2000； Diesing， R， Patterns of Discovery in the Social Sciences， Chicago: Aldine-Atherton， 1971.
[23]. Hall，D.J. and Salas， M.， “Strategy follows structure！，” strategic Mangement Journal， 1， 149-63， 1980.
[24]. For a fuller explanation of this methodology， contact J. Kroezen at jkroezen@rsm.nl.
[25]. Peters and Watennan （1982； see Note 11）.
[26]. Chames， A.， Cooper， W.W. and Rhodes， E.， Measuring the efficiency of decision making units， European Journal of Operations Research， 2， 429~44， 1978.
[27]. Bauer， P.， “ Recent developments in the econometric estimation of frontiers，” Journal of Econometrics， 46，39-56， 1991.
[28]. Day， D.L.， Lewin， A.Y. and Li， H， “Strategic leaders or strategic groups: a longitudinal data envelopment analysis of the U.S. brewing industry，” European Journal of Operations Research， 80， 619-38， 1995， and Devinney， T.M.， Midgley， D.F. and Venaik， S.， “The organizational imperative and the optimal performance of the global firm: formalizing and extending the integration-responsiveness framework，” Organization Science， 11， 674-95，2000.
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