The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

The ability to organize is our most valuable social technology. Organizing affects an enterprise’s efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic environments, which puts a premium on adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environment. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. Modern organizations search outside their boundaries for resources wherever they may exist. They coproduce products and services with suppliers, customers, and partners. They collaborate, both internally and externally, to learn and become more capable. In this book, leading voices in the field of organization design articulate and exemplify how a combination of agile processes, artificial intelligence, and digital platforms powers adaptive, sustainable, and healthy organizations.

This chapter seeks to first empirically establish the relationship between countries’ market failures and their level of infrastructure spending. It then seeks to test the most likely explanations for Chinese foreign spending based on explanations relating to FDI from Western MNCs. Notably, the results do not yield convincing results that these variables can account for Chinese foreign spending patterns. This finding supports the need for a novel approach to Chinese foreign spending in the context of the Belt and Road Initiative.

The chapter begins with a brief summary of the theory and findings. It then examines whether the strong relationship between electoral autocracies and Chinese foreign spending is evident among a wider range of issues based on analysis of United Nations General Assembly votes. The findings indicate that electoral autocracies have displayed a markedly higher propensity to vote with China since the launch of the Belt and Road Initiative. The chapter then discusses theoretical, policy, and business implications in turn.

To explain countries’ varying participation in the Belt and Road Initiative, this chapter begins with a discussion of recipient country characteristics that impact the demand for Chinese spending, including the political regime, clientelism, and the public-private orientation of the corporate sector. It then discusses the supply-side factors that influence Chinese foreign spending, including the Chinese Communist Party (CCP), state-owned entities (e.g., SOEs), and private firms. Finally, it evaluates the compatibility of these demand and supply characteristics. The key prediction is that electoral autocracies will display the strongest compatibility with Chinese foreign construction spending. This is amplified when the leaders of these regimes have a weak or insecure hold on power. Electoral autocracies are also predicted to be the most avid adopters of Chinese standards stemming from their eagerness for Chinese infrastructure spending.