Abstract
This research compares the cycle of
quality as a strategic imperative to what has been going on with sustainability.
As a proxy for quality, TQM grew quickly as a way to differentiate a company
within an industry, but declined almost as fast. A strategy based on
sustainability has grown at nearly the same rate. Does sustainability show any
aging as a differentiator and what would be the signs that it did? Data are
derived from annual reports, specifically the CEO’S voice in the letter to
shareholders, to estimate the popularity of these two recent strategic shifts.
It is too early to conclude sustainability as a strategy has peaked but signs
similar to the TQM demise are readily evident.
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