Suchergebnisse

This paper reports findings from the Oxford Growth of Firms project on the ownership and control position of the largest 250 UK companies and, in more detail, that of a sample of 21 of these large firms. An analysis is made of the social and economic historical context in which most of today's large firms grew up. A theoretical model is developed of the stages of control through which firms are likely to pass. It is suggested that most firms are unlikely ever to become controlled by their own professional managers and that there is a trend towards firms being controlled by financial institutions. Evidence is then put forward, from an analysis of the current control position of the `top 250' UK firms and from brief histories of the 21 sample large firms, which supports the previously outlined theory.

Cover -- Half Title -- Title -- Copyright -- Original Title -- Original Copyright -- Contents -- List of tables -- List of figures -- List of contributors -- Acknowledgements -- Introduction -- 1 The concept of competitiveness -- 2 International competitiveness: alternative macroeconomic strategies and changing perceptions in recent years -- 3 Comparative advantage and competitiveness in a small, 'open' economy -- 4 Competitiveness and internationalization of industry: the case of Switzerland -- 5 Hindering and supporting factors in the start-up of new, small, technology based firms -- 6 Competitiveness and the management of strategic change processes -- 7 Social approaches to the competitive process -- 8 Competition and the momentum of technical change -- Index.

Cover page -- Halftitle page -- Title page -- Copyright page -- Title page -- Copyright page -- Contents -- Figures -- Tables -- Contributors -- Preface -- 1 Conditions and Consequences of the Introduction of New Technology at Work -- 2 Flexible Machining Systems in the Czechoslovak Engineering Industry -- 3 The Introduction of New Technology in Industrial Enterprises of the German Democratic Republic: Two Case Studies -- 4 New Technology and Work in Hungary: Technological Innovation Without Organisational Adaptation -- 5 Technological Innovations and Work in the Soviet Union -- 6 The Taming of New Technology. A Polish Case Study on the Introduction of a Flexible Manufacturing System -- 7 Introduction of Computerised Numerical Control and the Rationalisation of Production: the Belgian Case -- 8 The Introduction and Use of CNC in the Federal Republic of Germany -- 9 Technological Change in Four British Factories: Some Lessons from the Introduction of CNC Machine Tools -- 10 Transforming Industrial Work in Finland -- 11 Technological Changes in Two Dutch Factories: Control, Flexibility and Learning -- Appendix Typology of Machine-tool Technologies -- References -- Index

Attempts to contextualize the current high level of interest in business process re‐engineering (BPR) in UK business and industry. Reviews a number of surveys of UK business involvement with BPR and suggests long‐term secular trends in the business environment of Western firms that seem likely to have encouraged its use. Presents a brief history of the development of BPR to date, examining some of the seminal works on BPR and highlighting the major debates currently found in the literature. Examines the novelty of BPR in relation to other, more established, management approaches, with particular emphasis on the similarities and differences between total quality management and BPR. From case studies reported by UK businesses in the literature and popular press, concludes that: a large number of applications are found in the financial services sector; there is a notable absence of BPR case studies in SMEs; and there is a lack of information available about the failure rates of BPR projects in UK businesses. Identifies several areas where further research is required. Concludes that BPR addresses the need for established enterprises to move to a new organizational paradigm, from one focused on functions to one focused on processes. This need to change has been brought about by the advancing capabilities of information technology, increased levels of competition, the increasing sophistication of consumers and the threats posed by new entrants who have already adopted radically different modes of operation. Since these forces for change appear to be long‐run tendencies in developed economies, BPR cannot be viewed as a passing fad.