Abstract
For an organization to revitalize, it must have a high level of employee motivation. This can be achieved by maintaining a dynamic balance of tension between the autonomy and the interdependency of the organization's units. Units must have short and direct lines to the market, and all employees must receive feedback on internal clients and results. Two powerful incentives here are the comparison of results and the exchange of information among the various units. If an organization can utilize these techniques to achieve a balance between autonomy and interdependency, it has a strong lever for revitalization.
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