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Managing process technology - further empirical evidence from manufacturing plants

Managing process technology - further empirical evidence from manufacturing plants
Managing process technology - further empirical evidence from manufacturing plants
Managing process and product technology is a profoundly difficult and uncertain task. The innovation process is firm-specific and, within large, multi-divisional firms, it is often divisional-specific. Learning and know-how must be accumulated over time in order for process technology to be applied successfully. Vast amounts of investment have taken place in firms and such investments have, often, provided little or no tangible benefits for the firm. This paper examines how various manufacturing plants manage process technology and the paper suggests that a number of key, organizational factors need to be in place prior to investment. The factors include the importance of the role and contribution of senior-level manufacturing personnel, as well as having plant-specific manufacturing strategies in place, which include process technology management as part of their scope and content.
strategy, process technology, manufacturing
0166-4972
467-478
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1

Brown, Steve (2001) Managing process technology - further empirical evidence from manufacturing plants. Technovation, 21 (8), 467-478. (doi:10.1016/S0166-4972(00)00074-2).

Record type: Article

Abstract

Managing process and product technology is a profoundly difficult and uncertain task. The innovation process is firm-specific and, within large, multi-divisional firms, it is often divisional-specific. Learning and know-how must be accumulated over time in order for process technology to be applied successfully. Vast amounts of investment have taken place in firms and such investments have, often, provided little or no tangible benefits for the firm. This paper examines how various manufacturing plants manage process technology and the paper suggests that a number of key, organizational factors need to be in place prior to investment. The factors include the importance of the role and contribution of senior-level manufacturing personnel, as well as having plant-specific manufacturing strategies in place, which include process technology management as part of their scope and content.

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More information

Published date: August 2001
Keywords: strategy, process technology, manufacturing
Organisations: Management, Decision Analytics & Risk

Identifiers

Local EPrints ID: 37191
URI: http://eprints.soton.ac.uk/id/eprint/37191
ISSN: 0166-4972
PURE UUID: b6ab85c8-2611-4136-80fc-aad11c43e099

Catalogue record

Date deposited: 25 May 2006
Last modified: 15 Jul 2019 19:04

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