This chapter analyzes how work and employment are shaped within a landscape marked by organizational innovation and, more often than not, even by the fundamental transformation of formal organizations. Even large organizations are increasingly adopting what some have called “post-bureaucratic” forms. The post-bureaucratic organizational landscape is marked by three trends with the aim of achieving even more fluidity in organizations: temporariness, plurality, and partiality. With regard to these three aspects, we argue that work and employment, often intermediated with the help of agencies of all sorts, are increasingly integrated in networked processes of interorganizational value creation.

This chapter discusses in detail what might be key features of a so-called network-organized business school verse a more traditionally organized one. These particularly key features of the networked school are discussed in detail: the critical importance of trust among members of a network, that cooperate and compete among network members typically might be the norm, and that creativity tends to flourish in such network-orientated groups. These examples of such network-orientated educational institutions are then discussed in terms of approaches, experiences (pluses and minuses), as well as outlooks: the Lorange Institute of Business, SHARE, and the Lorange Network.