Plant manager covert behavior in rejection of automation technology: Case study

Abstract

AbstractThis case study examines two automation project rejections. These were traced past initially given postponement reasons (which the plant managers knew would be acceptable to corporate management) to expose hidden actual rejection reasons. The latter involved the plant manager's self‐interest, stress, or perception of cultural rules (which are likely to be hidden from corporate management). The implication of the study is that there is a need for research directed toward plant manager behavioral effects regarding automation technology.