Unlike some other reproductions of classic texts (1) We have not used OCR(Optical Character Recognition), as this leads to bad quality books with introduced typos. (2) In books where there are images such as portraits, maps, sketches etc We have endeavoured to keep the quality of these images, so they represent accurately the original artefact. Although occasionally there may be certain imperfections with these old texts, we feel they deserve to be made available for future generations to enjoy.

This Research Handbook provides a cutting-edge review of complex project organizing (CPO), and suggests fruitful avenues for future research with a focus on grand challenges and a sustainable future. Split into four sections, this Research Handbook addresses transitions within the field of CPO that could, and should, take place to achieve our shared aspirations for a better future. Featuring a team of contributors that is both interdisciplinary and geographically widespread, chapters provide a clarification of core concepts of complex project organizing, comprehensive coverage of leading theoretical perspectives for CPO, as well as a discussion of key empirical research themes. In particular, special attention is given to the implications of Industry 4.0 for complex project organizing. The Research Handbook on Complex Project Organizing develops a guiding path to help academics - both established and early career - and research students in the fields of business leadership, operations management, and knowledge management navigate through these important topics, and envision how to respond to the grand challenges we all face.

In order to improve competitiveness and performance, corporations must embrace advancements in digitalization. Successful implementation of knowledge management is a huge factor in corporate success. Analyzing the Impacts of Industry 4.0 in Modern Business Environments is a critical scholarly publication that explores digital transformation in business environments and the requirement for not only a substantial management change plan but equally the two essential components of knowledge management: knowledge sharing and knowledge transfer. Featuring a broad range of topics such as strategic planning, knowledge transfer, and cybersecurity risk management, this book is geared toward researchers, academicians, and students seeking current and relevant research on organizational knowledge intensity and monitoring of knowledge management development.

This book presents the latest findings relating to behavioral economics and the digital tools applied to contract management. There has been a decisive change in the role of contracts in the past decade, with contracts being transformed from purely legal necessities designed to protect against worst-case scenarios into tools for optimizing ongoing and mutually profitable business relationships with customers. There is an increasing emphasis on tight contracts, where time-risk and additional costs are passed on to the prime contractor, who may suffer heavy penalties in the event of non-performance. Contracts shape the behavior of the parties involved and as such have a major impact on project success. The contract manager's goals are to protect the interests of the company and its shareholders by minimizing the company's financial and contractual liabilities and to maximize its profitability while ensuring end-user satisfaction. The contract is usually written before the design is fully developed, and there is often a mismatch between contractual specifications and what the customer actually wants. Good contract management entails preserving the rights of the contractor by ensuring all parties respect their contractual obligations; providing advice to the project managers and engineering team; preparing profitable amendments to contracts or change requests; maintaining good record-keeping in the event that claims arise; filing notices when necessary; and guiding the project to a profitable conclusion. Like the ancient Chinese game of Go, moves made early in the game (notification of events) can shape the nature of a potential conflict one hundred moves later (arbitration threat). Contract management can also smooth the relationship between partners, allowing well-balanced "don't-trade-a-dollar-for-a-penny" contracts to be managed through an established process rather than as sporadic events (we cannot claim to be in control of our business if we are not in control of the contracts on which it depends). Managing a contract with a mix of incomplete manuals, fragmented information, and poor planning can drive companies to "reinvent the wheel." Contract management promotes a three-phase sequence to streamline information flows across the contract lifecycle, from the bid phase to performance, project closeout, and final payments.

"Nearly every major figure of his era," writes his biographer Adrian Frazier, "worked with Moore, tangled with Moore, took his impression from, or left it on, George Moore." The Anglo-Irish novelist George Moore (1852-1933) espoused multiple identities. An agent provocateur whether as an art critic, novelist, short fiction writer or memoirist, always probing and provocative, often deliberately controversial, the personality at the core of this book invented himself as he reinvented his contemporary world. Moore's key role-as observer-participant and as satirist-within many literary and aesthetic movements at the end of the Victorian period and into the twentieth century owed considerably to the structures and manners of collaboration that he embraced. This book throws into relief the multiple ways in which Moore's work can serve as a counterbalance to established understandings of late nineteenth and early twentieth-century literary aesthetics both through innovative scholarly readings of Moore's work and through illustrative case studies of Moore's collaborative practice by making available, for the first time, two manuscript plays he co-authored with Pearl Craigie (John Oliver Hobbes) in 1894. It is this collaborative practice in conjunction with his cosmopolitan outlook that turned Moore into a key player in the fin-de-siecle formation of an international aesthetic community. This book explores the full range of Moore's collaborations and cultural encounters: from 1870s Paris art exhibitions to turn-of-the-century Dublin and London; from gossip to the culture of the barmaid; from the worship of Balzac to the fraught engagement with Yeats; from music to Celtic cultural translation. Moore's reputation as a collaborator with the most significant artistic individuals of his time in Britain, Ireland and France in particular, but also in Europe more widely, provides a rich exposition of modes of exchange and influence in the period, and a unique and distinctive perspective on Moore himself.