On the other hand, when a firm ‘disappears,’ scholars, managers, and owners ask, What went wrong?' Failure, exit, bankruptcy, liquidation, hostile takeovers, are largely viewed as results of managerial ‘bungling.’ Many theories about performance, competitive advantage, legitimacy, and leadership rest upon a core assumption that firms, at least some of them, have long, perhaps limitless, life-spans. Most organizational theories regard survival as the ‘correct’ outcome for firms whose managers successfully navigate across a hostile competitive landscape. Organizational survival represents a vital objective for firms, managers, and owners. The outcome of the paper offers evidence to support Good to Great framework by putting it on trial against a large international organization. This paper examines empirical data and evidence from Toyota research and analyses the degree of fit relative to the Good to Great framework. A consistent tenant in Fortune's Global 500 top 10, Toyota is arguably one of the most successful companies in the world, showing a growth that has been remarkably steady for almost 80 years.

While the book originally studied only American companies, this research will examine Good to Great's research methodology and definition of ' great ' in order to compare the framework to Toyota Motor Corporation.

The resulting seven-component framework of Good to Great has brought the book both wild acclaim in management circles and heavy scrutiny in the research arena.

Best-selling business bookGood to Great was published in 2001 as the result of an effort to understand what characteristics, if any, companies who experience an extended run of greatness have in common compared to companies who do not.

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