The development of a new “high‐tech”, “high involvement” organisation is sketched. It concentrates on the organisational design features of the new culture. These design features are compared and contrasted with those of a theoretical model of a high involvement organisation. Comment is included on progress towards the new culture and some of the difficulties encountered. The broad aim of the article is to help progress organisations′ “people” strategies from “control” to “commitment” and hence improve the effectiveness of organisations′ in an increasingly competitive operating environment.
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