How have managers handled the industrial relations ramifications of information technology? There is a diversity of approaches within an overall framework of employee acceptance of the need for technological change. However, the introduction of ew technology is rarely handled strategically in...

Personnel specialists from both employers and unions should be given, or, if necessary, should seize influential roles in the planning and implementing stages of computerisation projects. The seven‐month “Pensions Strike” at the Department of Health and Social Security centre in Newcastle...

One of the major trip‐wires seen for the introduction of information technology into British industry was originally thought to be industrial relations, and in particular trade unions. However, if the potential of IT has not been realised, it owes more to constraints other than industrial...

In many organisations information systems are difficult to use and so underutilised that managers lose substantial productivity gains. Major problems stem from design processes based on an engineering paradigm; these are critically assessed. How to build the software interface through user...

The extent of the work‐station problem is reviewed and an attempt is made to separate myth from reality. The reported complaints are discussed and some likely causes are identified. It is argued that the problems are real and commonplace, but that they are preventable.

In Britain, substantial cuts in police budgets alongside controversial handling of incidents such as politically sensitive enquiries, public disorder and relations with the media have recently triggered much debate about public knowledge and trust in the police. To date, however, little academic...

When an organization needs to use scenarios as a framework for logically discussing internal and external issues, it should be aware of the two predominant causes of failure of scenario projects: (1) a lack of agreement on the purpose of the effort; and (2) a lack of understanding about how...

This paper reports on the results of a qualitative study of middle managers’ perceptions of knowledge management (KM) implementation in NZ organizations. Data were collected in a survey of 71 attendees of a KM presentation. The data were analyzed using qualitative coding principles. Two core...