Discuss the three main criticisms of the books In Search of Excellence and Corporate Cultures (and others like them)

What will be an ideal response?

These books are prototypical examples of the culture-as-variable perspective.
Although these popular books were on the reading list of most corporate managers in the
early 1980s, many critics were less than enthusiastic. There are three main criticisms of the perspective embodied in these two books. First, critics stated that the idea that certain
cultural values or beliefs are "strong" and will lead to "strong" or "excellent"
organizations is shortsighted. Several of the attributes discussed by Peters and Waterman
(such as "autonomy and entrepreneurship" and "productivity through people") are viable
principles worthy of emulation, but to prescribe these attributes as the key attributes for
every organizational culture ignores both the unique nature of the organization's situation
and the true essence of culture as a construct. Second, critics maintained that while values
certainly represent the core of organizational culture, they are equal to more than business
strategy and managerial goals. Third, critics declared that culture is not simply a tool,
skill, or lever to be used by management to improve organizational productivity.