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首页> 外文期刊>International Journal of Technology Management: The Journal of the Technology Management of Technology, Engineering Management, Technology Policy and Strategy >TECHNICAL EFFORT AS A COMPETITIVE WEAPON - EXPERIENCES OF AUSTRALIAN FIRMS
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TECHNICAL EFFORT AS A COMPETITIVE WEAPON - EXPERIENCES OF AUSTRALIAN FIRMS

机译：作为竞争性武器的技术努力-澳大利亚企业的经验

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摘要

As a platform of operational excellence begins to emerge within Australian manufacturing firms, shortcomings in product, plant and process technology are becoming increasingly transparent, As a consequence, there is a growing interest in rejuvenating firm's technological bases. This work describes the practices of three leading edge Australian firms in developing a strategic technological capability. The technical management practices of these companies are based on some common principles, which provide both opportunities for learning by others in addition to a practice-driven set of elements deserving further field research, A common element in each of the organizations studied is the desire to integrate three key technical management subsystems: strategic, capabilities and organizational, This managerial perspective is illustrated through a number of practices and characteristics observed within these firms, Specific areas discussed include strategic planning processes, the development of a process management capability, the development of team based work structures, organizational development and restructuring and outsourcing, Key findings include: the value of balanced sets of performance measures, leveraging a safety management program to develop a process management capability, difficulties in aligning the values of technical personnel with the principles of a quality culture and the need to develop approaches to preserve technical capabilities when structural changes are undertaken. [References: 18]
机译：随着卓越的运营平台在澳大利亚制造公司中开始出现，产品，工厂和加工技术的缺陷变得越来越透明，结果，人们对振兴公司的技术基础越来越感兴趣。这项工作描述了三家澳大利亚领先企业发展战略技术能力的实践。这些公司的技术管理实践基于一些共同的原则，除了实践驱动的要素集之外，还为其他人提供了学习的机会，值得进一步的实地研究。每个被研究组织的共同要素是：集成了三个关键的技术管理子系统：战略，能力和组织，通过这些公司内部观察到的许多实践和特征来说明这种管理观点。所讨论的具体领域包括战略计划流程，过程管理能力的发展，团队的发展基于主要的工作结构，组织发展以及重组和外包，主要发现包括：平衡的绩效指标集的价值，利用安全管理计划发展过程管理能力，使技术人员的价值观与质量原则保持一致的困难文化以及在进行结构更改时需要开发方法来保留技术能力。 [参考：18]

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