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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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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 25 July 2021

The Crucial Design Issues

The Crucial Design Issues

(p.58) (p.59) 4 The Crucial Design Issues
Competing by Design


michael l. tushman

mark b. nadler

Oxford University Press

A company we refer to in this chapter as High Technology Products, Inc. usually sets the benchmarks for the industry it is involved in, since it built its leadership on innovating products. However, the company seemed to have lost its competitive edge, because a number of its product lines had already reached their maturation. Also, since their competitors had also been coming up with new products, the demands of customers were raised in terms of product support, delivery speed, and other such aspects. Although the basic elements—technology, employees, product strategy, name—were still good, management had to figure out which of these elements were no longer appropriate for today's changing marketplace. This chapter introduces a systematic approach in understanding the different kinds of design decisions through discussing their backgrounds and illustrating a specific model.

Keywords:   basic elements, product strategy, systematic approach, design decisions, specific model

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