MANAGEMENT STRATEGY AND NEW TECHNOLOGY IN RETAIL DISTRIBUTION: A COMPARATIVE CASE STUDY
研究同一公司两个大型仓库引入相同新技术后，因管理策略、产业关系和工作组织不同导致生产率与劳资关系迥异，对管理者有借鉴意义。
ABSTRACT This paper examines the establishment of two large dry food warehouses or distribution centres (DCs) each of which involved much technological innovation. We explore whether the introduction of the same technology into two similar DCs in one corporation leads to similar outcomes and to what extent such a technological change may influence organizational behaviour. We assess the managerial strategies and tactics associated with the technological change and the subsequent experiences at each site. In short, distribution centre A (DC A ) was plagued by industrial disruption and had low productivity. By contrast, distribution centre B (DC B ) had virtually no disruption and had high productivity. Following a change of corporate strategy, DC A was contracted out to a third party independent operator and became DC X . the new management immediately reduced the industrial disruption there and appeared to increase the productivity too; thus DC X was transformed in comparison with DG A . These contrasts are explained in terms of differing managerial strategies, patterns of industrial relations and work organization. We conclude that these three factors are crucial in determining the success of technological change and are more important determinants of organizational behaviour than is the particular type of technology.