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Advanced technology design, people and organization: experience of Australian industrial collaboration

Advanced technology design, people and organization: experience of Australian industrial... Examines the experience of Australian industrial collaborative projects. Identifies some of the people and organizational issues which surround the design, development and application of advanced technology. Uses the Commonwealth Scientific and Industrial Research Organisation’s Division of Manufacturing Technology, General Motors‐Holden’s Automotive Limited, James Hardie Irrigation and the Hoover Press Shop in Sydney to illustrate the political nature of collaborative projects and to highlight the processes involved in transferring research innovation into programmes of organizational change. Distils five key lessons from the case studies: first, that the design of appropriate technology is more effective when technical and organizational issues are developed and implemented together; second, that account should be taken of the number of geographical locations, size and complexity of proposed projects; third, that continuity of leadership and personnel is important; fourth, that funding arrangements should be clarified from the outset and short‐term budget justifications minimized; and fifth, that industrial collaborations require continual interpersonal effort and open communication. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Integrated Manufacturing Systems Emerald Publishing

Advanced technology design, people and organization: experience of Australian industrial collaboration

Patrick Dawson
Integrated Manufacturing Systems , Volume 7 (5): 7 – Oct 1, 1996
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References (8)

Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0957-6061
DOI
10.1108/09576069610129883
Publisher site
See Article on Publisher Site

Abstract

Examines the experience of Australian industrial collaborative projects. Identifies some of the people and organizational issues which surround the design, development and application of advanced technology. Uses the Commonwealth Scientific and Industrial Research Organisation’s Division of Manufacturing Technology, General Motors‐Holden’s Automotive Limited, James Hardie Irrigation and the Hoover Press Shop in Sydney to illustrate the political nature of collaborative projects and to highlight the processes involved in transferring research innovation into programmes of organizational change. Distils five key lessons from the case studies: first, that the design of appropriate technology is more effective when technical and organizational issues are developed and implemented together; second, that account should be taken of the number of geographical locations, size and complexity of proposed projects; third, that continuity of leadership and personnel is important; fourth, that funding arrangements should be clarified from the outset and short‐term budget justifications minimized; and fifth, that industrial collaborations require continual interpersonal effort and open communication.

Journal

Integrated Manufacturing Systems – Emerald Publishing

Published: Oct 1, 1996

Keywords: Cellular manufacturing; Organizational change; Organizational politics; Technology

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