Managing integration through cooperation

Abstract

In profiles of Nokia, BP, OgilvyOne, and Royal Bank of Scotland, all high-performing companies, the author shows how the executive team in each company believed the capacity to work cooperatively across borders was one key to the success of its company. Cooperative working within teams and across internal and external boundaries of a company provides much of the value-creation opportunities within an organization. © 2005 Wiley Periodicals, Inc.