Managing process technology — further empirical evidence from manufacturing plants

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.