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CHAPTER 13: ORGANIZATIONAL STRUCTURE AND DESIGN
High-performance Systems
High-performance systems are more likely to work in countries where individualism is
strong, concept of life-time employment is weak, and shareholders are important, as would
be now evident in many developing economies including India. High-performance systems
were developed in response to an intensi cation of global competition and pressure from
shareholders. High-performance systems are governed by ve principles that have been
adopted by companies such as AT&T, DuPont, Ford, HP, IBM, Kodak, and Xerox (Useem
1997). ese principles are discussed in this section: