This article challenges some perceptions arising from the long-standing debate concerning the sharing of turf by organizations. It shows that the structure of an organization as well as its need to complete tasks affects the likelihood of it sharing turf. It also shows that organizations are motivated by more than the desire to expand budgets, power, or autonomy. Finally, organizations may make choices that help them complete a task in the short run, but in the long run undermine their ability to survive. These points are illustrated through a case study involving the Air National Guard and the Air Force.
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