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Informationen zum Autor Jon Clark is Professor of Industrial Relations in the Department of Sociology and Social Policy at the University of Southampton. Klappentext Written specifically to meet the needs of students, this engaging book interweaves a fascinating case story with more general analysis to offer an ideal introduction to the processes and issues of managing organizational innovation and change. The story covers 10 years in the development of a major strategic initiative by Pirelli General - the creation and operation of an automated `factory of the future'. Each chapter advances the story through a particular theme introduced by concise overviews of the main theories, concepts and debates in the literature, and concludes with questions for discussion. Key topics covered are: strategy and structure - the competitive environment, strategic decision-making, roles, relationships and tensions in a complex multinational; human resource management and industrial relations - greenfield versus `brownfield' siting, flexibility, multi-skilling, single-union agreement, developing and implementing new HRM strategy; technological innovation - designing and implementing computer-integrated manufacturing (CIM), the challenges and problems of total automation; total quality management - introducing a culture of continuous improvement; and managing strategic innovation - continuity and change, leadership and culture, ideals and realities, learning in organizations. Zusammenfassung The narrative of this text follows ten years of a major initiative by Pirelli General - the creation and operation of an automated "factory of the future". Topics and themes developed and analyzed include: strategy formulation; and "strategy and structure". Inhaltsverzeichnis Initiating Strategic Innovation Justifying Strategic Innovation Siting an Experimental Plant Choosing the New Technology The Retreat from Full Automation Designing a New Human Resource Strategy The Retreat from Full Flexibility Designing and Operating a Single-Union Agreement Managing Quality and Continuous Improvement Leadership in Context A Happy Ending? Conclusion Learning from the Management of Strategic Innovation Postscript - Stanley Crooks The Aberdare Building Wire Project: A Personal View ...
