The Fourth Industrial Revolution will fundamentally alter the way we live, work, and relate to one another. Robotics, AI, neuro-technologies and autonomous vehicles will alter behaviours, relationships, and meaning. In this context, an important question that organizations must ask themselves is how can they adapt their business models and values to compete successfully? In answering this question, this book applies the concept of complementarity to business areas that are often dealt with independently: strategy, leadership, management, talent and engagement. Organizational success will not only be achieved by singularity but also by organization wide interventions that connect each of the functions to a broader purpose. The author argues that whilst the factors of an organisation will continue to affect each other in one of three ways: independent, substitutive, and complementary, it will be towards the latter that a greater level of importance is attached. The book describes how complementarity has arisen in non- business fields and how an interpretation of it might be a useful paradigm for the modern business organisation. Finally, the book explores organisational and individual competences and how they might be applied in the complementarity model.

Some 20 years after the emergence of configurational theory as a key perspective in organization studies in the 1990s, this approach has yet to deliver on its promise. While we know that configurations the relative arrangement of parts and elements - matters, empirical research on configurations is just beginning to deliver on its promise.

Many strategies fail not because they are improperly formulated but because they are poorly implemented. The Oxford Handbook of Strategy Implementation examines the crucial role of implementation in how business and managerial strategies produce returns. In this wide-ranging collection of essays, leading scholars address governance, resources, human capital, and accounting-based control systems, advancing our understanding of strategy implementation and identifying opportunities for future research on this important process.

This second volume of the Handbook includes original contribution by experts in the field. It provides up-to-date surveys of the most relevant applications of game theory to industrial organization. The book covers both classical as well as new IO topics such as mergers in markets with homogeneous and differentiated goods, leniency and coordinated effects in cartels and mergers, static and dynamic contests, consumer search and product safety, strategic delegation, platforms and network effects, auctions, environmental and resource economics, intellectual property, healthcare, corruption, experimental industrial organization and empirical models of R&D.

This book investigates how organizations can be designed for efficiency. Strategy, structure, boundaries and the governance of organizations are analyzed for any interdependencies within or between them and synthesised to a consistent system. Case studies illustrate the application of the theory of organizational design.

It is increasingly accepted that 'institutions matter' for economic organization and outcomes. The last decade has seen significant expansion in research examining how institutional contexts affect the nature and behaviour of firms, the operation of markets, and economic outcomes. Yet 'institutions' conceal a multitude of issues and perspectives. Much of this research has been comparative, and followed different models such as 'varieties of capitalism', 'national business systems', and 'social systems of production'. This Handbook explores these issues, perspectives, and models, with the leading scholars in the area contributing chapters to provide a central reference point for academics, scholars, and students.