Reports research into how the organisational learning process can be routinised. Three sets of enabling routines and four sets of defensive routines are identified which are core to facilitating and challenging the learning process. A field‐tested prototype methodology is reported which...

Teamworking is proving to be a popular method of organising to exploit new technology and respond to the demands of globalisation, but having tried it, many companies are finding that effective implementation is not as easy as they first thought. New research in the Change Management Research...

When manufacturing companies introduce advanced manufacturing technologies, it is crucial for success that management accept and identify the structural and cultural changes that accompany technical innovation.

Managing long‐term infrastructural assets, such as real estate, buildings and equipment, is becoming more topical at the strategic level. Such assets are reported to comprise 25 per cent or more of corporate assets and occupancy costs represent 40‐50 per cent of net operating incomes and are...

The division between academic knowledge and its relevance for practice is an enduring problem across many fields. Nowhere is this division more pronounced, and resolution of its negative features more required, than in academic management research and its relationship to management practice, for...

Purpose – The purpose of this paper is to address the qualitative synthesis and use of existing management research to inform management practice. Design/methodology/approach – Three methods of qualitative synthesis, each with contrasting methodologies, are presented and their potential...

Management research on strategic issues has focussed on economic and market forces surrounding a firm. Although this has re‐emphasized the need to become more attentive to the needs of customers and the activities of competitors, many companies are still finding it difficult to gain...

Many companies have found that the presumed benefits of organizational change initiatives, such as TQM or team working, have not been forthcoming because managers have failed to support those developments through the simultaneous adaptation of the company’s performance evaluation and control...