The Management of Technology and Innovation The case of the Finnish paper industry pdf

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The Management of Technology and Innovation The case of the Finnish paper industry by Juha Laurila pdf download

The Management of Technology and Innovation The case of the Finnish paper industry by Juha Laurila pdf download

In this section I will briefly describe the distinctive characteristics of this volume in relation to previous literature on the field. I will also give my views on its intended audience. Much of the usual prefatory comment, however, is contained in the Introduction. This book addresses problems related to the management of technological change. The topic is not new in the sense that there are already a number of books with an organisational and management perspective on technological change and innovation. However, it seems that there is still room for another volume in this domain. This is, first, because most of the previous books on this field are descriptive rather than explanatory in focus. In other words, although we have several volumes prescribing how to implement technological change, we lack systematic analyses of the managerial processes related to this implementation. Second, remarkably few of the present volumes undertake indepth longitudinal analyses on the relationship between managerial action and discontinuous technological change. In general, most of the existing literature has considered technological discontinuities an external condition which forces management to make adaptive responses. In contrast, the firm-level managerial action which both generates and aims to overcome these discontinuities has received much less attention. The present book confirms that an adequate conceptualisation of these processes would require adoption of a longitudinal research approach and would benefit—at least at this stage—from an idiographic research design. Third, few if any of the previous contributions on this field systematically develop a framework for analysing the mobilisation of managers to initiate and implement technological change as a contextually determined phenomenon with consecutive upswings and downturns. Instead, management is most often treated as a monolithic whole whose action is restricted only by cognitive limitations. By demonstrating how management consists of conflicting actors and how this constellation of actors may become temporarily united and again divided as a consequence of temporary resource changes and changes in the corporate competitive environment, this book offers an innovative approach to the analysis of organisation and technology.

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