Which of the following is not a characteristic of ‘Spaghetti organization structure’ adopted by MNCs ?

Pioneered by Lars Kolind at the Danish hearing-aid manufacturer Oticon in 1991, the 'Spaghetti Organization' is a flat, project-driven, knowledge-based organizational structure featuring a paperless environment, mobile/smart open-office workstations, and 'meatballs' (centres of specialized knowledge/coordination). It thrives on spontaneous, informal face-to-face communication rather than rigid formal communication channels.