The Influence of Technologists on Corporate Decision‐Making in the United Kingdom
One reason for the poor performance of UK industry in the management of technology is the rift between corporate decision‐making and technology as a discipline, creating a barrier to the influence of technologists on policy making. This paper presents evidence from recent secondary sources, which indicates the weak position of technologists by comparison with other specialists in organisational hierarchies. Reasons for this relative lack of organisational power can be found both in the aspirations and attitudes of technologists and in culturally‐induced organisational structures, which act to severely limit the participation of technologists in decision‐making at the highest levels. Some cross‐national comparisons are referred to. Suggestions are made for ways in which a more even balance between disciplines within UK companies might be achieved.
Technical knowledge as value added in business markets: Implications for procurement and marketing
Abstract For many businesses, competitiveness is highly dependent on the technical knowledge of its operating personnel. This article presents the view that vendors able to offer cutting-edge technological expertise relevant to customers' operations as part of their overall “bundled” offering add more value for customers than competitors emphasizing product supply alone. Concurrently, it is suggested that purchasing and materials management should view technical knowledge as a strategic resource and adopt procurement strategies that encourage knowledge acquisition. An exploratory study was undertaken to determine the degree to which technical knowledge is linked to more desirable decision-making styles and outcomes using a sample of key buying center members (operating/manufacturing managers). The results of a mail survey indicate that higher levels of technical knowledge are linked to more desirable decision styles and decision outcomes, suggesting that managers' technical knowledge is an important asset for firms with manufacturing or process operations. Implications for procurement and marketing are discussed.
The UK Semiconductor Industry
The significance of the electronics components industry worldwide can be understood both by its phenomenal growth and by its pervasiveness. Growth was over five times that of US GNP for the ten years to 1973 in the semiconductor industry. In qualitative terms, new areas of application, from watches to microwave ovens to electronic mail, computing and telecommunications, have mushroomed. An understanding of the pattern of industrial innovation and economic performance of the still small UK semiconductor industry is a key to understanding the development and future competitiveness of a much wider range of advanced industrial sectors in the UK economy.