In the previous chapters we have seen the theory and the findings – now it is time to take stock and ask what it all means. Managers seek to solve problems. Managers don't seem to pursue opportunities. Is this something that should affect the practice of management? Does it have important consequences for the economy? To answer these questions, we need to examine the practical implications of performance feedback theory for the competitiveness of firms and the evolution of industries. We have seen that organizations respond to performance feedback by changing a variety of strategic behaviors, and this new knowledge can be used to make management systems that give more competitive and durable organizations. It requires some consideration, however, because here we are playing with fire – performance feedback is so consequential for how organizations adapt to their environment that poorly designed systems can have dire consequences.

We can also ask what researchers should learn from these findings. “More research is needed” will be one recommendation – it always is – but this advice is only useful if we think carefully about what research would be most valuable at this point. First we should look around in the landscape of theory and research on organizations and ask whether there are major research traditions that could learn something from performance feedback theory. Often much of the payback from a new theory comes from incorporating its insights in work that has neglected the process it studies.