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The Origins of Complementarity

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Complementarity in Organizations

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Abstract

At the acclaimed ‘Solvay’ conference in 1927, two Nobel Prize winners—Albert Einstein (Nobel Prize in Physics, 1921) and Niels Bohr (Nobel Prize in Physics, 1922)—went head- to- head over their differences of opinion on a field of quantum science—the nature of light. Their disagreement was about the contradictions at the heart of quantum theory. Out of this debate, the term complementarity was used to explain a situation in which two theories which were thought to be mutually exclusive were both required to explain a single phenomenon. However, quantum physics was not the only area in which complementarity theory and practice were considered. In economics and business management a range of ideas have emerged with both strategic and operational applicability. These include quantitative complementarity occurs when an increase in the quantity of one good leads to an increase in the value of another; qualitative complementarity is when an increase in the quality of one good leads to an increase in the value of quality of another good such as a suit paired with a tie. Other variations were classified as complementarities-in-performance and complementarities-in-use. The former approach tests the economic value of combining different activities and practices whilst the latter investigates the links between two sets of activities, suggesting that one practice often requires other practice. From these many interpretations have emerged a concept that has the potential to offer competitive progression to organisations in this dynamic new environment.

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  1. Leeds Business School- Associate, Leeds Beckett University-Associate, Leeds, UK

    Paul Turner

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Turner, P. (2022). The Origins of Complementarity. In: Complementarity in Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-10654-5_3

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