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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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Mapping the Organizational Terrain

Mapping the Organizational Terrain

Chapter:
(p.20) (p.21) 2 Mapping the Organizational Terrain
Source:
Competing by Design
Author(s):

DAVID A. NADLER

michael l. tushman

mark b. nadler

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195099171.003.0002

Although the top management of Xerox was able to devise a new strategy, the company continued to operate as a “functional machine” that undermined how employees at lower levels were not able to participate in major decision-making processes. Such organizational arrangements are the ones that require an entirely new architecture, since the implications of traditional arrangements entail losses in productivity, innovation, and other important aspects. This kind of fundamental redesign, however, requires leaders who are able to identify the various interrelationship patterns evident within the organization. This chapter attempts to offer an organization model that several companies have used in reshaping the dynamics of their respective organizations that is rooted directly in the concept of organizational architecture.

Keywords:   Xerox, traditional arrangements, fundamental redesign, interrelationship patterns, organization model, organizational architecture

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