The limits of structural change

MIT Sloan Management Review

Volumn 45, Issue 1, 2004, Pages 77-82

  Oxman, Jeffrey A ^a   Smith, Brian D ^b  

^a MPact Consulting

^b TPI Inc

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33644622932     PISSN: 15329194     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Review

References (12)

1. G. Hamel, "Innovation Now!" Fast Company, December 2002, 114124.
2. M. Hammer, "The Agenda: What Every Business Must Do To Dominate the Decade" (New York: Crown Business, 2001), 136.
3. J.R. Galbraith, "Designing Organizations: An Executive Guide to Strategy, Structure and Process" (San Francisco: Jossey Bass, 2002), 31-32.
4. J.R. Galbraith, "Designing Organizations: An Executive Guide to Strategy, Structure and Process" Ibid., 16.
5. C. Handy, "What's a Business For?" Harvard Business Review 80 (December 2002): 49-55.
6. P. McGeehan, "Chief of Goldman Sachs Apologizes for Remarks on Firm's Productivity," New York Times, Feb. 4, 2003, sec. C, p. 1.
7. M.T. Hansen and B. von Oetinger, "Introducing T-Shaped Managers: Knowledge Management's Next Generation," Harvard Business Review 79 (March 2001): 107-116.
8. M.T. Hansen and B. von Oetinger, Harvard Business Review Ibid., 107.
9. M.T. Hansen and B. von Oetinger, Harvard Business Review Ibid., 115.
10. M. Hammer, "The Agenda," 137.
11. B. Nelson, "Case Study: The Lattice Structure at W.L. Gore and Associates," in "1001 Ways To Energize Employees" (New York: Workman Publishing Co., 1997), 120-121.
12. C.A. Bartlett and S. Ghoshal, "Matrix Management: Not a Structure, a Frame of Mind," Harvard Business Review 68 (July-August 1990): 138-145.