Ulric B. and Evelyn L. Bray Seminar
The model has implications for organizational strategy. Fragmentation develops and persists when an organization grows too rapidly; consequently, managers of highly productive firms may deliberately constrain firm growth and eschew acquisition-based growth strategies in favor of organic growth. Also, shared knowledge is persistent, and organizations that undertake new activities may be unable to adjust their shared knowledge to adapt. Organizations may implement policies such as mentorship programs and job rotation to develop shared knowledge.