Implementing manufacturing innovations: Critical choices of structure and staffing roles

Abstract

AbstractThe implementation of manufacturing process innovations is explored through a case study that focuses on the steps taken to develop and implement a successful proprietary, computer‐based parts planning process by a firm in the aerospace industry. The issues of the case are analyzed using a conceptual framework that considers successful implementation to be a function of the nature of the innovation, the appropriate configuration of organizational structure, and the existence of a constellation of critical staffing roles. Implications for human resource management are discussed as well.