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Competing by DesignThe Power of Organizational Architecture$
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David A. Nadler and Michael L. Tushman

Print publication date: 1997

Print ISBN-13: 9780195099171

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195099171.001.0001

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Coordinating Work—Strategic Linking

Coordinating Work—Strategic Linking

Chapter:
(p.88) (p.89) 6 Coordinating Work—Strategic Linking
Source:
Competing by Design
Author(s):

DAVID A. NADLER

michael l. tushman

mark b. nadler

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195099171.003.0006

The industrial giant called ABB which designs, manufactures, and sells electrical equipment and systems in several countries around the world attempted to push through with its endeavors on different levels that required the company to be local and global, centralized and decentralized, and big and small. As such, the company has established a complex organizational structure that also involves a department that oversees government relations and other such issues in specific countries. Because such an arrangement included 140 countries, 210,000 employees and other large-scale elements, the need for coordination drew much attention. This chapter introduces how strategic linking concerns formal structure designs, and how such designs are grounded on the notion of task interdependence.

Keywords:   ABB, coordination, strategic linking, formal structure, task interdependence

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