Abstract
The paper addresses the synergy between operations, technology management and human resource management by way of a study of operational innovation in firms within the Cypriot clothing manufacturing sector. Three case studies of change involving the automation of manufacturing are analysed with reference to the notion of a coping cycle. In each case, the firm in question experienced difficulties with the implementation of operational innovations which made change problematic to sustain. Key factors reside in the general nature and historical context of employee relations and in the tactics employed to implement change. These have implications for the effective management of change and these are discussed within the paper. More broadly, the paper identifies human resource issues as falling within the proper scope of operations and technology management research. There remains a need to temper the traditional hardware focus of studies of operational/technological innovation with the reality of human behaviour.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.