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The automotive and electronics industries: processes and management of change

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  • N.C. Clifton, A. Hopkins, P. Jones, D.G. Pickernell

Abstract

The automotive and electronics industries of the UK have seen dramatic changes over the past two decades, reflected in cultural change by the organisations within them. This paper examines issues surrounding two case studies of firms in the electronics and automotive components sectors of South Wales, who are attempting to change their organisational cultures in order to maximise the benefits of new working practices. One of these companies adopts a slower, incremental approach to change, whilst the other favours a more radical, rapid change. The case studies illustrate the different approaches to change that are possible, as well as the problems and benefits of such change. They also indicate the potential usefulness of external sources of expertise and information, such as management recruitment and benchmarking exercises.

Suggested Citation

  • N.C. Clifton, A. Hopkins, P. Jones, D.G. Pickernell, 2002. "The automotive and electronics industries: processes and management of change," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 3(1), pages 35-51.
    • Handle: RePEc:ids:ijmdma:v:3:y:2002:i:1:p:35-51
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