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...

The paper argues that the widespread changes in manufacturing industry are best conceptualised as paradigmatic, in that they constitute a patterned reconfiguration of ideas, beliefs and values about manufacturing philosophy, strategy, structure, organisation and operations. The widespread...

Reports the findings of a research project into the development of a total quality methodology for strategic use by senior management teams aimed at enabling them to audit current approaches, revise where ecessary, and then implement in order to produce TQM programmes which are resilient in the...

Uses theory and empirical data to develop further the understanding of the strategic regeneration of manufacturing companies. Reviews literature relevant to the areas of management and manufacturing strategy and organisational learning, identifying the importance of taking “resource based”...

Implementation is a key process in the effective development of Advanced Manufacturing Systems. Specifically, implementation should not be confused with installation of the technology for it involves change in companies on a much wider front than mere technological change. Change has to be...

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.

Reports on research resulting from a three year EPSRC funded project into teamworking in manufacturing companies. Investigates archetypal forms of teamworking rather than focusing upon narrow or discrete sets of issues. Explores the dynamic capabilities of teamworking, firstly by considering...

Total quality (TQ) is likely to fail or run out of steam 18‐24 months into the endeavour and this cycle is likely to repeat itself as the programme progresses. Discusses why this occurs and describes a methodology of resuscitating the total quality management (TQM) programme. This involves, in...

Companies which seem to have succeeded in complementing TQ programmes over time appear to be those which have acquired the capability to change direction frequently. Argues that the choice managers make about which direction they take depends on the particular mindset they use. Describes...