Management strategy and new technology in retail distribution: a comparative case study

Article 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 (DCA) was plagued by industrial disruption and had low productivity. By contrast, distribution centre B (DCB) had virtually no disruption and had high productivity. Following a change of corporate strategy, DCA was contracted out to a third party independent operator and became DCX. The new management immediately reduced the industrial disruption there and appeared to increase the productivity too; thus DCX was transformed in comparison with DCA. 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. (Reprinted by permission of the publisher.)

Retail industry, Retail trade

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Legal regulation and the constraint of constituent satisfaction

Article Abstract:

Legal regulations pose both opportunities and constraints that can influence behaviours in and of organizations. This article uses a multiple constituency perspective to examine one such influence. Data from 340 units of a US medical service firm indicate that different legally mandated types of doctor involvement in unit operations are significantly related to variations in the satisfaction reported by manager, employee, and patient constituencies. It is concluded that different forms of legal regulations, which are intended to represent the broad interests of a 'public-at large' constituency, are differentially related to an organization's satisfaction of other special interest constituencies. (Reprinted by permission of the publisher.)

Laws, regulations and rules, Organizational behavior, Health services administration, Industrial management

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Management strategy and the redesign of workrules

Article Abstract:

The redesign of workrules is rapidly becoming the most important issue in the industrial relations of the US. The arguments that follow present a taxonomy for understanding workrule changes and a series of propositions which explain the success of efforts to change workrules as a function of the general business that managements pursue in the product market and in their general approach to employees. Finally, the interaction between changes in different types of workrules is considered, as are the overall effects of a more flexible system of workrules on industrial relations at the firm. (Reprinted by permission of the publisher.)

Research, Human resource management, Work rules

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