In companies whose distinctive competence is best served by traditional organization structures, there may still be pressure to demonstrate more flexible, innovative behavior. The network model suggests that these companies can be more innovative by setting up special units focused on innovation in which brokers bring resources together and later transfer results to the larger operating system. A number of mechanisms for supplementing existing structures are available, including internal venturing or 'intrapreneurship', external coventuring, idea markets, and innovator roles such as idea champions, sponsors, and orchestrators. Taken together, these structures, processes, and interpersonal roles comprise an innovating organization that operates parallel to the main system. 11 Developed and used in companies such as IBM, Texas Instruments, Minnesota Mining and Manufacturing, and others, these innovating mechanisms can be employed by more traditional firms to keep pace with developments in their industries. Some companies may choose to internally generate more ideas and innovations, while others may rely on external coventuring schemes to create needed innovations. In either case, advances made by the innovating system are integrated into the larger organization only after their utility has been clearly demonstrated.
Current 'merger mania' notwithstanding, it seems likely that the eighties and nineties will be known as decades of largescale disaggregation and redeployment of resources in the United States and of a reshaping of strategic roles across the world economy. By the turn of the century, we expect US firms to be playing producer roles primarily in high-technology goods and service industries (agriculture may be regarded as a high-tech industry). These industries are characterized by sophisticated products and delivery systems for which the United States has a worldwide competitive advantage. In more mature industries, especially those containing a large proportion of commodity products or services, we would expect US firms to play primarily designer and distributor roles, with production limited to special-needs products and prototype designs to be licensed for production abroad. Of course, the United States will play a major marketer/distributor role in most industries throughout this period.
These shifting alignments will create both competitive challenges and opportunities for managers and policymakers. The greatest barrier to suc-