Lessons in innovative management

Article Abstract:

Toronto researcher Jacquie Mansell says in a study done for the Economic Council of Canada's project on labor market effects of technological change that managers planning workplace innovations should avoid copying others. Ideas and approaches to workplace change can be transferred, but each entity must design changes to fit its own processes and structures. Mansell notes that innovation is not likely to have a lasting effect if its application is limited to only part of an organization. Innovation is often not sustained because it is seen as a product rather than a process, and because of environmental limitations faced by innovative organizations. Other limitations that are part of the Canadian workplace include corporate unwillingness to make basic changes in their management systems, and union resistance to changes that management is willing to make.

Management, Innovations, Diffusion of innovations, Mansell, Jacquie

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Adjustment in manufacturing

Article Abstract:

The Economic Council of Canada reports that a mass exodus of foreign-owned branch manufacturing plants is an unlikely response to free trade with the US. The Council examined data on how Canadian, Australian, and US multinationals have responded to pressures such as tariff reductions and variations in national cost levels. Results indicate that multinationals are no more likely than other companies to shift operations to low-cost foreign input sources than are domestic firms, nor are they more likely to close or sell plants. Overall evidence indicates that both Canadian and foreign-owned companies respond to pressures for change in a similar way. Other issues addressed include: labor market turnover, labor force mobility, and trade adjustment.

Foreign corporations, International business enterprises, Multinational corporations

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