Managing the introduction of new technology

Ian McLoughlin, Howard Rose, Jon Clark

Research output: Contribution to journalArticleResearchpeer-review

17 Citations (Scopus)


Most of the existing literature on the implications of new technology focuses on either its 'impact' or the social choices that lie behind strategies for its introduction into work organisations. The problems of managing the implementation of new technology have yet to be extensively examined despite this being one of the most critical aspects in the process of technological change. The findings from two case studies are presented which show how managers in the organisations concerned developed contrasting approaches to the problem of implementation in the context of opportunities and constraints presented by product markets and technological advance. Similarities between the two approaches are identified, in particular the role played by top management support in facilitating the acceptance of the new technology. The argument that management is able to develop a single unitary strategy towards the introduction of new technology is rejected in favour of a view of managerial actions as a series of flexible and changing sub-strategies associated with different stages in the process of change.

Original languageEnglish
Pages (from-to)251-262
Number of pages12
JournalOMEGA International Journal of Management Science
Issue number4
Publication statusPublished - 1 Jan 1985
Externally publishedYes

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