| Description |
1 online resource |
| Series |
SAGE business cases |
|
SAGE business cases
|
| Summary |
Flying Parts, a mid-sized European component parts manufacturer for the aerospace industry, implemented a range of new technologies in the early 2000's when it became a Tier 1 subcontractor. The implementation of these new technologies triggered an organisational transformation: jobs and roles were redefined, a team structure replaced a hierarchical one, selected lean principles were introduced to increase quality and productivity, and employees became directly implicated in problem-solving, decision-making and innovation. Although absent from the company prior to these innovations, union clubs were invited by employees and welcomed by management when these transformations occurred |
| Notes |
Originally Published In Kleinsmith, N., Koene, B., & Ahlstrand, R. (2018). Flying Parts: Best Practices in Organisational Innovation Following Implementation of New Technologies. Rotterdam, Netherlands: Rotterdam School of Management, Erasmus University |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Description based on XML content |
| Subject |
Personnel management.
|
|
Business enterprises -- Technological innovations
|
|
Aeronautical instruments industry.
|
|
Decision making.
|
|
Personnel Management
|
|
Decision Making
|
|
decision making.
|
|
Aeronautical instruments industry.
|
|
Business enterprises -- Technological innovations.
|
|
Decision making.
|
|
Personnel management.
|
| Form |
Electronic book
|
| Author |
Koene, Bas, 1966- author.
|
|
Ahlstrand, Roland, author
|
| ISBN |
9781529755732 |
|
1529755735 |
|
