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The overall objective of this chapter is to reinvigorate interest in the configurational approach to organization design. Configurational analysis developed in promising ways in the 1970s and 1980s and then stalled. We believe, however, that the configurational approach can be improved such that it will serve the interests of scholars, managers, and organizational designers alike. We discuss four research initiatives that can be combined to produce a theoretically and practically useful approach: (1) adding the configurational elements of organizational capabilities and management philosophy; (2) incorporating into theory development a mechanism for anticipating future organizational forms and helping managers to consider those forms; (3) developing valid quantitative measures of capabilities and other intangible assets; and (4) improving the model of change that underlies the redesign process. [ABSTRACT FROM AUTHOR]