This book presents novel theoretical ideas and empirical findings where the fields of strategizing and organizing meet. At this boundary lie many of the most crucial theoretical and practical issues for management and managing. Innovative Forms of Organizing, the eagerly awaited sequel to The Innovating Organization (SAGE, 2000), draws upon the comprehensive data sets of the INFORM programme of research, to examine the development of innovative forms of organizing and company performance in organizations across Europe, Japan and the United States. Innovative Forms of Organizing establishes and develops three strong themes: organizing and strategizing; complementarities, change and performance; and the management of dualities in the modern corporation. The book then discusses the implications of its presented ideas for strategizing/organizing in the 21st century firm and the challenges for management researchers of conducting large scale, international comparative research. Innovative Forms of Organizing thereby illustrates 21st Century management research in 21st Century organizations across Europe, Japan and the USA. This seminal international study will be a classic in the field for years to come for scholars and policy makers in academia, business and government who are interested in strategy, organization and international management.
The power of complementarities has already been touched on in this volume, but this chapter develops the complementarities notion as it will be drawn upon as the central theoretical idea of the following three chapters. These chapters will deal with a wide range of issues – from international performance, through innovative forms of organization in professional services to the transformation of large multinationals – yet each will share a theoretical base that requires more general grounding. The task here, therefore, is to ground these chapters in a broader understanding of complementarity theory's relationship to other theoretical traditions and to provide a general review of the kinds of predictions it makes for change and performance. This chapter also highlights complementarity theory's ...