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[null,"1.","Record Nr.",null,"UNINA9910792269003321"]
[null,null,"Autore",null,"Nadler David"]
[null,null,"Titolo",null,"Competing by design [[electronic resource] ] : the power of organizational architecture / / David A. Nadler and Michael L. Tushman with Mark B. Nadler"]
[null,null,"Pubbl/distr/stampa",null,"New York, : Oxford University Press, 1997"]
[null,null,"ISBN",null,"0-19-984031-8"]
[{"$nulls":4},"9786613623720"]
[{"$nulls":4},"0-19-976214-7"]
[{"$nulls":4},"1-280-59389-X"]
[null,null,"Edizione",null,"[2nd ed.]"]
[null,null,"Descrizione fisica",null,"1 online resource (202 p.)"]
[null,null,"Disciplina",null,"658.4/02"]
[null,null,"Soggetti",null,"Organizational effectiveness"]
[{"$nulls":4},"Organizational change - Management"]
[{"$nulls":4},"Corporate reorganizations - Management"]
[{"$nulls":4},"Competition"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"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"]
[null,null,null,"Sommario/riassunto","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"]