Abstract
Draws on findings from recent survey and case study evidence to identify key aspects of the relation between technical change and human resource management. Begins by examining the primary role played by general and line managers in managing advanced technical change. Also highlights the persistent and widespread support for technical change among both manual and non‐manual workers. Analyses three examples where human resource specialists have played a proactive role in the introduction of technical change, identifying the main characteristics of these cases. Concludes by drawing some practical implications of advanced technical change for the management of human resources in work organizations.
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