The old-new tension and the productive force transformation model

This paper will develop a theoretical and applied approach of a special case which appeared in a media company, The New York Times Company, company which ownes the newspaper with the biggest global circulation, aproxamtively 1 million copies sold daily, printed and electronic, „The New York Times”. This case represents the appearance of linking and coordination component between new (online) and old (print). To have the biggest stakes, the new coordination must borrow from the initial coordionation resources. This needs a captious equilibrated balance scale. The new coordination must be distinctive from the initial one, because a new organisational design implements the phenomenon of forgetting into the initial coordinates. The two business units must be connected, although interactions between the new and the old coordination will create unavoidable frictions. Only when the new coordination is distinct and connected with the initial coordination, both will forget the previous systems and will create an intra-business, mutually beneficial borrowing. This paper will illustrate the pattern/model of elaborating/developing/implementing in a strong represented business on a market, which wants a new complementary approach to the initial model of doing business.