This paper analyses the emergence of new organizational forms across Europe. These new organizational forms include features such as flattened organizational hierarchies, a reliance on task forces and teams instead of rigid compartmentalisation, the use of elaborate internal IT systems and...

This paper addresses three weaknesses in the literature on new organizational forms: the limited mapping of the extent of contemporary organizational change; confusion about how contemporary changes link together; and the lack of systematic testing of the performance consequences of this kind of...

Argues that management needs to be 'joined up', i.e. that it needs to acknowledge the interdependence of all parts of the organization and understand that strategy, structure and systems need to complement each other. Summarizes research into what is termed complementary change. Draws on work...