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Competing by Design : the Power of Organizational Architecture.

Author: David Nadler; Michael Tushman; Mark B Nadler
Publisher: Oxford : Oxford University Press, USA, 1997.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Database:WorldCat
Summary:
If the defining goal of modern-day business can be isolated to just one item, it would be the search for competitive advantage. And, as everyone in business knows, it's a lot harder than it used to be. On the one hand, competition is more intense than ever--technological innovation, consumer expectations, government deregulation, all combine to create more opportunities for new competitors to change the basic rules  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Nadler, David.
Competing by Design : The Power of Organizational Architecture.
Oxford : Oxford University Press, USA, ©1997
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: David Nadler; Michael Tushman; Mark B Nadler
ISBN: 9780199762149 0199762147
OCLC Number: 727648866
Description: 1 online resource (394 pages)
Contents: Cover Page; Title Page; Copyright Page; Dedication; Preface; Contents; 1 A Blueprint for Change; 2 Mapping the Organizational Terrain; 3 The Principles of Design; 4 The Crucial Design Issues; 5 Choosing a Basic Structure--Strategic Groups; 6 Coordinating Work--Strategic Linking; 7 Designing at the Enterprise Level; 8 Designing at the Operational Level; 9 A Process for Design; 10 Implementing New Designs; 11 Knowing When to Redesign; 12 The Lessons of Design; Index; Footnotes.

Abstract:

If the defining goal of modern-day business can be isolated to just one item, it would be the search for competitive advantage. And, as everyone in business knows, it's a lot harder than it used to be. On the one hand, competition is more intense than ever--technological innovation, consumer expectations, government deregulation, all combine to create more opportunities for new competitors to change the basic rules of the game. On the other hand, most of the old reliable sources of competitive advantage are drying up: the hallowed strategies employed by GM, IBM, and AT & T to maintain their seem.

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