Research by Ouchi and Peters and Waterman indicates that not all rms have cultural
values that are consistent with high performance. Ouchi found that Japanese rms and the
US type Z rms have performance-enhancing values. Peters and Waterman identi ed per-
formance-enhancing values associated with successful companies. By implication, some
rms not included in Peters and Waterman’s research must have had performance-reduc-
ing values. What should a manager who works in a company with performance-reducing
values do?
e top managers in such rms should try to change ...
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