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A s editors of the Handbook of Collaborative Management Research,we began this project with a firm belief based on our experience that broader and deeper collaboration between managers of organizations and academic researchers could yield significant benefits for both parties. Managers would learn much more about how organizations function and new approaches to managing complex systems, thereby improving their individual and organizational performance. Researchers would have access to organizations to discover and test new theories and hypotheses, thereby advancing knowledge and using it to enhance undergraduate, graduate, and executive education. What we didn't realize at the time was how much we would learn about collaborative management research from each other and from our colleagues who have contributed chapters to this volume. As we began work on the editorial statement and guidelines for the book, we quickly realized that we held different ideas of what collaborative management research entailed.As we tried to define what we meant by management and collaboration, we disagreed on some basic points. Did management include both profit and nonprofit organizations? Did it include the "management" of systems that weren't even formal organizations, such as regional economies?

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The microprocessor revolution is the leading edge of a new "technology system" that in itself underlies a new paradigm of organization. While it is early to completely describe the emerging paradigm, some hypotheses can be advanced. They are presented in this paper. The hypotheses arise from studies of how new technologies have changed our understanding of the nature of jobs, the division of labor and the control and coordination of organizations. In the process of transition to the new paradigm, new professional skills will be required. It is postulated that skill in the design of organizations may be one of these.