Managing Technological Change: A Strategic Partnership Approach

"This book is essential reading for those practicing or studying technology management. It goes beyond rational technical introductions to technology management to include the social, human, and political world of organizational life. Organizations need to understand and address these dimensions if they are to succeed in improving their innovation processes, and also create a humane workplace."

―Richard J. Badham, University of Wollongong

"Managing Technological Change is the first volume that addresses the importance of including workers and their unions in the strategy management of technological change. It also contributes to the literature on this subject by moving beyond manufacturing and into the service and education sectors. This book should be of interest to scholars, students, and practitioners alike."

―Ulrich Juergens, Science Center Berlin for Social Research

 

Management of technology (MOT) is a field of study dedicated to the planning and ongoing assessment of technology in organizations, incorporating the innovation, development, and engineering processes into one discipline. Managing Technological Change: A Strategic Partnership Approach fills a critical void by presenting an integrative, strategic, and participative approach to technology management from a multi-industry perspective.

Key Features

• Defines the concept of strategic partnership and presents a rationale for its use
• Identifies the steps involved in successful technology planning, acquisition, development, implementation, and assessment
• Presents an integrative framework that links aspects of systems theory, engineering design theory, and industrial relations theory to each of the aforementioned steps
• Discusses the barriers to rational innovation processes, using illustrative examples from service, public, and manufacturing sector industries
• Offers illustrative examples of best practice from multiple industries and cross-national perspectives, especially those involving strategic partnerships

About the Author

Dr. Carol Haddad is a professor in the Department of Interdisciplinary Technology at Eastern Michigan University, where she teaches graduate courses and conducts research on workplace technology and training partnerships. She holds a Ph.D. from the University of Michigan and an M.S. degree from the University of Massachusetts at Amherst. 

Dr. Carol J. Haddad is a Professor in the School of Technology Studies at Eastern Michigan University in Ypsilanti, Michigan.  She joined the faculty in 1993, after a distinguished career in industry and academe.  Prior to her arrival at EMU, she served as a tenured faculty member at Michigan State University′s School of Labor and Industrial Relations (1978-1990), and held senior positions with the American Society for Training and Development in Alexandria, Virginia and with the Industrial Technology Institute in Ann Arbor, Michigan, where as a Visiting Research Scientist she established and directed the Institute′s first Labor and Technology Program. She has also been a Research Fellow at Wayne State University′s College of Urban, Labor and Metropolitan Affairs.

An active scholar, Dr. Haddad has been the recipient of over $500,000 worth of research grants and awards, and has published numerous articles, including several on Canadian sectoral training councils in the steel, automotive parts, and electronic and electrical industries.  Professor Haddad′s book on the management of technological change, published by Sage, emphasizes the benefits of strategic and participative approaches to technology adoption. Her current work is on the gendered dimensions of technology