| 英文摘要 |
We examine the decline of Xerox Corporation. Prior research focuses on the decline issue from the perspectives of business strategic and organizational failures. The strategic and organizational mishaps are a part of the picture of a total collapse. From our literature review, however, we discover that management’s short-run outlook that leads to erroneous decisions is the most critical part of the failure. Management fails because it relied on a short-run accounting numbers such as full costs, profits, and return on investment provided from an inadequate management (accounting) control system. The system makes no efforts to measure many crucial variables closely related to the launching of a new product such as market domination, revolution of the back-office operations, and increased efficiency and effectiveness of business processes. In other words, there is no consideration of non-accounting-measureable variables in the system and also in the minds of the top management of Xerox. |
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