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Organizational Frame Bending: Principles for Managing Reorientation

David A. Nadler and Michael L. Tushman
The Academy of Management Executive (1987-1989)
Vol. 3, No. 3 (Aug., 1989), pp. 194-204
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/4164899
Page Count: 11
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Organizational Frame Bending: Principles for Managing Reorientation
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Abstract

This article offers important insight into large-scale organizational change. Beginning with a review of the basic concepts of organizations and change, the authors describe an approach to differentiating among various types of organizational change. Nadler and Tushman argue that the most successful organizations operating in turbulent environmental conditions will be able to initiate and effectively implement anticipatory strategic changes. These frame-bending changes, which they call reorientations, are intense, systemwide changes initiated in response to environmental change (and in advance of crisis). Building on their experience in over 25 organizations and on the large literature on systemwide organizational change, Nadler and Tushman identify the activities that characterize effective organizational reorientations. Their 10 principles of effective frame bending are organized into four clusters: initiating change, the content of the change, leading change, and achieving change.

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