What makes a manufacturing firm innovative?
研究发现，拥有制造经验的CEO更可能推行激进的技术政策，而部门经理的制造经验则与培训投入、行政实验和新系统采用正相关，说明各级管理者的制造背景对创新至关重要。
Executive Overview In the quest for improved competitive position and longevity, domestic manufacturing is undergoing significant transformation. Why then are some manufacturing firms more innovative in both new processing technologies and administrative practice? Part of the answer lies in the experience profile of general managers. The results of a study of domestic manufacturing plants undergoing modernization shows that firms that have CEOs with manufacturing experience also are significantly more likely to implement an aggressive manufacturing technology policy. That is these firms strive to be first to try out new methods and equipment, are more likely to actively recruit new technical talent or develop this talent in-house, are committed to technological forecasting, and make customers aware of how modernizing the firm will benefit them. An aggressive manufacturing technology policy can make a big difference when the company begins its transformation. CEOs take calculated risks when they have manufacturing experience. Commitment to training during modernization is much greater when senior vice presidents and divisional general managers have manufacturing experience. This suggests that training and development is still very much a strategic concern in domestic manufacturing, although not as much as technology policy. Commitment is reflected in plans and practices for training and budgets for modernization. If training budgets do not reach at least 10 percent of project cost, commitment may be lacking. Direct labor savings resulting from modernization and automated assembly operations are more likely to be emphasized by traditional, senior managers. Divisional managers with manufacturing experience are less focused on labor savings as the result of modernization. The use of new manufacturing systems is much higher when divisional managers have manufacturing experience. These same managers are also likely to support administrative experiments to implement new flexible automation modernization projects. This was not the pattern for senior management. Based on these results, it seems clear that there is a role and a critical need for manufacturing-experienced general managers at all levels of the firm. At the top, it is necessary for creative policy formulation and implementation. On the management team, it is crucial for commitment to training and development and at the divisional level for administrative experimentation. Innovative manufacturing is no longer the issue. The innovators and their role in the firm are the real concerns. Teams of innovative manufacturing managers and staff are the wave of the future.