Chapter

Coordinating Work—Strategic Linking

DAVID A. NADLER, michael l. tushman and mark b. nadler

in Competing by Design

Published in print October 1997 | ISBN: 9780195099171
Published online October 2011 | e-ISBN: 9780199854868 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195099171.003.0006
Coordinating Work—Strategic Linking

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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

Chapter.  8398 words.  Illustrated.

Subjects: Organizational Theory and Behaviour

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