To attain and sustain success, companies must follow a new organizatio
n design paradigm-new boundaries and new rules. The paradigm has eleme
nts of ''total quality management,'' the ''learning organization,'' an
d ''world-class'' status. Because these terms are often used with less
-than-clear meanings, Luthans and his colleagues begin by laying down
clear definitions and examples of each concept. Indeed, the various co
ncepts overlap and build on each other. A clear message emerges: Compa
nies must do more than aim for quality and adapt to changes in the mar
ketplace. An organization also must anticipate changes. And because th
e successful organization competes globally, it must strive to be the
best at what it does, achieving world-class status.