Understanding Industry in Transition

  • Peter Docherty
  • Barry Nyhan


The international literature on industrial and trade developments points to increasing internationalisation and competition in global markets, a steady increase in the formation of corporate alliances and company networks and increased functional and hierarchical integration within organisations. Competition is getting tougher. The pace of technological innovation is increasing. Both customers and business partners are becoming more demanding.


Mental Model Learn Organisation Work Organisation Total Quality Management Organisational Innovation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Commission of the European Communities (1991). Information and Communication Technologies in Europe, Luxembourg: Office for Official Publications of the European Communities.Google Scholar
  2. 2.
    Womack, J.P., Jones, D.I. and Roos, D. (1990) The Machine that Changed the World. New York: Maxwell Macmillan International.Google Scholar
  3. 3.
    Cooley, M. (1989) European Competitiveness in the 21st Century, Brussels: FAST, EEC. Cooley maintains that the harnessing of the inherent cultural diversity of Europe could create a permanent way of creativity and innovation which, culturally as well as economically, will yield a global competitive edge for European industry — somewhat comparable to the “Japanese miracle”.Google Scholar
  4. 4.
    Saias, M. (1992) The Learning Organisation. Key note speech to the European Foundation Conference on Learning Organisations in Brussels, November 1992.Google Scholar
  5. 5.
    Brödner, P. (1990). Technocratic and Anthropocentric Approaches Towards Skill-based Manufacturing. in Warner, M., Wobbe, W. and Brödner, P. (editors) New Technology and Manufacturing Management. Chichester: J. Wiley & Sons.Google Scholar
  6. 6.
    Piore, M. & Säbel, C. (1984), Beyond the Industrial Divide: Possibilities for Prosperity. New York: Basic Books.Google Scholar
  7. 7.
    Howard, E. (1993) The Learning Imperative. Cambridge, MA: Harvard Business School Press.Google Scholar
  8. 8.
    Drucker, P. F. (1992). The Post Capitalist Society. Oxford: Butterworth-HeinemanGoogle Scholar
  9. 9.
    Hörte, S.Å. & Lindberg, P. (1994) The Impact of Human and Organisational Development and Technological Development on Productivity and Performance, International Journal of Human Factors in Manufacturing. No. 1 (1994).Google Scholar
  10. 10.
    Drucker, P.F., op. cit.Google Scholar
  11. 11.
    Howard, E. op. cit.Google Scholar
  12. 12.
    Current studies indicate that the formal training structures answer for somewhat less than 20 % of the individual learning which takes place at work. See for example Masick, V.J. and Watkins, K.B. (1990) Informal and Incidental Learning in the Workplace. London: Routledge.Google Scholar
  13. 13.
    Bengtsson, J. (1985) Human Resource Strategies in the O.E.C.D. Presentation to the Swedish Work Environment Fund Workshop on “New Technology, management and Working Life” at Djurönäset, August, 1985.Google Scholar
  14. 14.
    Drucker, P.F., op. cit.Google Scholar
  15. 15.
    In his report The Future we’re in (Sydney: Quantas, 1972). Emery argues that today’s highly innovative companies can in many cases be regarded as advanced examples of regular good practice 5–10 years from now.Google Scholar
  16. 16.
    Alvesson, M. (1993) Cultural Perspectives on Organisations. Cambridge: Cambridge University Press.Google Scholar
  17. 17.
    Magnusson, Å. (1974) Participation and a Company’s Information and Decision-Making Systems. Stockholm: EFI at the Stockholm School of Economics, Working Paper No. 6022; Hedberg, B.; Björn-Andersson, N.Google Scholar
  18. 18.
    Porter, M. (1980) Competitive Strategy. Competitive Strategy. New York: Free PressGoogle Scholar
  19. Quinn, B.J. (1991) Intelligent Enterprise. New York: Free PressGoogle Scholar
  20. Prahalad, C.K. & Hamel, G. (1990) “The Core Competence of the Organisation”, Harvard Business Review, Vol. 68, No. 3Google Scholar
  21. Stalk, G., Evens, P. & Schulman, L.E. (1992) “Competing on Capabilities, the New Roles of Corporate Strategy”. Harvard Business Review, Vol. 70, No. 2, pp. 57–69.Google Scholar
  22. 19.
    Hammer, M. & Champy, J.(1993) Reengineering the Corporation. London: Nicholas Brealey.Google Scholar
  23. 20.
    Dilschmann, A., Docherty, P. & Stjernberg, T. (1994) Competence Strategies in the Civil Service, Stockholm: National Agency for Government Employers.Google Scholar
  24. 21.
    Bessant, J. (1993) “Towards Factory 2000: Designing Organisations for Computer-Integrated Technology”. In Clark, J. (ed.) Human Resource Management and Technical Change, London: Sage.Google Scholar
  25. 22.
    Senker, P.(1992) “Automation and Work in Britain”. In Adler, P. (ed.) The Future of Work and Technology. New York: Oxford University Press.Google Scholar
  26. 23.
    Cooley, M. (1989) op.cit. (anthropocentric and human-centred)Google Scholar
  27. Emery, F. E. & Trist, E. L. (1969) “The causal texture of organisational environments”. In Emery, F.E. (Ed.) Systems Thinking. Harmondsworth, Middlesex: PenguinGoogle Scholar
  28. Pasmore, W. A.(1990) Designing Effective Organisations: The Sociotechnical Perspective. New York: John Wiley & Sons, (sociotechnical)Google Scholar
  29. Volpert, W. (1988) What working and learning conditions are conducive to human development? Swedish-German workshop on the Humanisation of Working Life. Stockholm December, 1988.(contrastive)Google Scholar

Copyright information

© Springer-Verlag London Limited 1997

Authors and Affiliations

  • Peter Docherty
  • Barry Nyhan

There are no affiliations available

Personalised recommendations