Abstract
Examines the central proposition that the marketing‐purchasing of new industrial manufacturing technologies involves the development (not necessarily a planned design) of a new network of relationships within and across enterprises. Presents the results of a detailed case study on the adoption by manufacturers of a new technology, electric motor drives, to illustrate research on new‐technology network anatomy. The results include additional evidence to the work of Wim G. Biemans on the importance of research on lateral relationships in testing and gaining approval for transforming an enterprise from an old to a proven, better, new manufacturing technology.
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