Vicarious liability is a form of strict liability that operates to make one person legally liable to compensate a plaintiff for a tort that has been committed by another person. Non-delegable duty is slightly different, because it does not impose liability for the tort committed by another person, but rather it imposes liability directly on the ultimate defendant (D2) for their own tort (which is constituted by combination of the harm-causing conduct of another tortfeasor (D1) and D2’s own failure to comply with a personal duty owed directly to the plaintiff). So, while the two doctrines are similar in that they both focus on the harmful conduct of one person (D1) that is ultimately paid for by another person (D2), vicarious liability imposes liability on D2 for the wrongdoing of another, whereas the doctrine of non-delegable duty imposes liability on D2 for their own wrongdoing.

This chapter focuses on implementing organizational design through a structured, dynamic, project-based approach. Using the policy deployment model, it outlines how to define change tasks, assign responsibilities, set milestones, and ensure progress via feedback and follow-up. Implementation is not a one-time event but must integrate with ongoing operations. A time-aware, information-processing perspective helps balance change with daily work, using critical events and capacity to guide timing. The model applies across various organizational types, including agile, hybrid, and decentralized forms, all requiring clarity on roles and timing. The drill-down and policy deployment logic offer a flexible yet structured path to support coherent, adaptive, and sustainable transformation.

This chapter explores the relationship between migration dynamics, policies and the establishment of oil-based, rentier social contracts in the Gulf Cooperation Council (GCC) region. Spanning from the 1930s to the present day, the text examines the pivotal role of migration policies in defining the distribution of hydrocarbon rent benefits among Gulf citizens. Notably, it explores how migration policies have created a unique demographic makeup in Gulf populations, marked by a significant dominance of foreign citizens yet with limited socio-political claims.

Fluctuating oil prices influenced the evolution of social contracts and prompted a ‘demographic engineering’ of migrant numbers and diversification by origin. While unemployment emerged among nationals and put Gulf states at risk of political destabilisation after the Arab uprisings, the looming contraction of oil rent compelled the GCC countries to diversify their economies and boost employment for Gulf nationals.

Examining the impact of the COVID-19 crisis and economic downturn, the chapter suggests a deepening of the rift within foreign resident populations. As Gulf regimes must sustain high economic growth rates to create jobs for nationals, they compete to attract and retain increasing numbers of ‘high value-added’ expatriates, through promoting economic inclusion, eroding the kafala and granting limited social rights. Recent social protection measures, however, incurred limited improvements for low-wage ‘detainable and deportable’ workers. The chapter unveils migration policies as a product of ideologies, reflecting conceptions about country, nation, history, origin, people, citizenship and welfare.

Today’s organizations face rapid change, digital disruption, and rising demands for sustainability and resilience. This fifth-edition text equips executives, students, and educators with a proven framework for designing effective organizations in complex environments. Built on decades of research, the multi-contingency model provides a step-by-step guide from diagnosis to design and implementation – now expanded to include knowledge interdependence, AI integration, sustainable development, and organizational resilience.

Rich with real-world cases from LEGO, Microsoft, Haier, and BlackBerry, the book blends theory with practice and offers clear visuals, intuitive two-by-two models, and tools to support hands-on learning and application. It helps readers understand who should do what, who should talk to whom, and – crucially – who should know what, in today’s increasingly dynamic settings. Whether used in executive education or as a core text in MBA and business school courses, this updated edition is a comprehensive, accessible, and globally trusted guide to modern organizational design.

This chapter discusses social movements and their campaigns for climate justice. Focusing on the unequal distribution of environmental benefits and burdens, it explores how social movements address both local and global challenges of environmental injustice. The chapter defines environmental justice as the struggle for a safe and healthy environment, free from pollution, and emphasises its moral and justice dimensions. It highlights the significant role of grassroots activism and the diverse strategies employed by various environmental campaigns. The chapter also examines the intersection of environmental justice with human rights and the importance of inclusive, participatory approaches. Through case studies and examples, it illustrates the power of collective action in driving change and the need for continuous adaptation in response to evolving social, political and cultural landscapes. The chapter underscores the importance of resilience and flexibility in the pursuit of a more equitable and sustainable future.

This chapter explores how the external environment influences organizational design. The environment includes customers, competitors, suppliers, regulations, and technology. Organizations must align their structure to fit external conditions to perform well. The environmental imperative, rooted in open systems theory, states that firms must adapt to complexity (number and interdependence of factors) and unpredictability (uncertainty). Four environment types are defined: calm (predictable, few factors), varied (many predictable factors), locally stormy (few but unpredictable), and turbulent (many unpredictable factors). Firms use environmental scanning, digital tools, big data, and AI to forecast and adapt. Contracts and ecosystems help manage fit through partnerships and outsourcing. Sustainability is a growing force, requiring integration of environmental and social goals. The chapter ends by stressing the need to align strategy, goals, and environment to avoid misfits that hinder performance.

Today’s organizations face rapid change, digital disruption, and rising demands for sustainability and resilience. This fifth-edition text equips executives, students, and educators with a proven framework for designing effective organizations in complex environments. Built on decades of research, the multi-contingency model provides a step-by-step guide from diagnosis to design and implementation – now expanded to include knowledge interdependence, AI integration, sustainable development, and organizational resilience.

Rich with real-world cases from LEGO, Microsoft, Haier, and BlackBerry, the book blends theory with practice and offers clear visuals, intuitive two-by-two models, and tools to support hands-on learning and application. It helps readers understand who should do what, who should talk to whom, and – crucially – who should know what, in today’s increasingly dynamic settings. Whether used in executive education or as a core text in MBA and business school courses, this updated edition is a comprehensive, accessible, and globally trusted guide to modern organizational design.

The trespass torts are some of the oldest causes of action in the common law. These torts create a number of fundamental common law rights protecting our personal dignity, our desire for autonomy, and our interests in the physical integrity of our bodies and the exclusive possession of land and goods. This chapter examines the nature of these torts and focuses on the three forms of trespass to the person: battery, assault and false imprisonment. It also briefly considers the potential development of a tort of privacy. Chapter 6 looks at the torts of trespass to land, trespass to goods, conversion and detinue.

There are four key principles of justice that dominate the law of damages. They are the compensation principle, the finality principle, the certainty principle and the fault principle revisited: mitigation of loss.

The first two principles are new, but the second two are already familiar from the earlier chapters on negligence. This chapter will explore these four principles of justice and conclude by considering the role that lawyers play in advancing the cause of doing justice.