Index
A
Accountability, 263-268
Activity mix, 23-24
Adoption. See Innovation adoption
Ambulatory care unit case
diagnostic technology in radiology and pathology in, 168-169
establishment of short procedure unit in, 162-165
health care cost payments in, 159-160
key points raised by, 153-155
and laser use in outpatient surgery, 166-168
obstetrics and gynecology technology in, 166
and payment system changes, 160-162
results of new technology in, 169-170
Argyris, C., 149-150
Arthroscopic techniques, 161-162
Attitude, 246-247
Audit trail, 264
Authority, employee, 95
Automated Nurse Scheduling System (ANSOS) computer program, 197
B
Bernheimer, Martin, 293
Blume, David, 293-294
Boeing, William E., 90
Boeing Company
future steps in organizational design at, 100-101
lessons learned by, 99-100
organizational redesign within, 90-92
overview of, 89-90
Boundary phenomena, 240-242
Boundary spanners, 242
Breadth strategy, 148
Bryson, J., 150
Bull's-eye concept, 95-96
Business mix, 20-23
C
CAD/CAM. See Computer-aided design/computer-aided manufacturing (CAD/CAM)
Cataract surgery, 165
Cherry, Richard, 92-95
Chief technology officer (CTO) position, 77
Collaboration
across work units, 40-41
complexities of, 50-52
interorganizational. See Interorganizational collaboration
Collocation, and cross-functional teams, 32
Columbia Presbyterian Medical Center
implementation of ECMO in, 178-183
key points raised in case of, 153-155
motivation for change in, 174-178
overview of, 171-174
results of ECMO program in, 183-187
social effects of ECMO in, 187-188
Commitment, employee, 37-38
Communication
cross-function and cross-level, 33-37
innovation and linkages in, 30-33
training programs to improve, 113
Community role, 129
Compensation system, 79.
See also Salary
Competitive advantage
and implementation of innovation, 27-28
manufacturing as element of, 76, 77
Computer-aided design/computer-aided manufacturing (CAD/CAM)
integration efforts in, 64
trends in, 67-69
Computer networks.
See also Information technology
benefits of, 114-115
implementation of, 106
software selection for, 115
Computerization.
See also Information technology
diffusion status and, 246
planning for, 243-244
point of adoption in, 230-231
as technological innovation, 229
Consolidated Diesel Company (CDC)
overview of, 119-121
role of people in development of, 124-127
strategy of, 129-130
teamwork used by, 128-129
use of technology by, 122-124
Cost-displacement benefits, 261
Cray, Seymour, 15
Cross-functional teams, 31-32
Customers
focus on, 143
role of, 128
as stakeholders, 95
D
Data communication standards, 61
Data manipulation, 62
Data presentation, 62
Decentralization
effects on staff of, 212
as trend in technology strategy, 77
Department of Defense, U.S., 63
Depth strategy, 148-149
Design engineers
CAD/CAM integration by, 67-68
Deskilling, employee, 8
Diagnostic related groups (DRGs), 159, 184, 197-198
Diffusion, innovation, 133-136
Diffusion status, 246
Diversified organizations, 20-23
Drafting technicians, 67-68
Dynamic model of technology, 7
E
Economic Development Administration, 145-146
Education, technical, 65.
See also Training
Electronic mail, 259
Employee participation
in design and decision processes, 245
in implementation process, 7-8, 29-30
opposition to, 75-76
organizational culture and, 78
prevalance of, 74-75
Employee resistance
to computerization, 274-275, 277-278
due to fear of displacement, 78
explanation of, 7-8
organizational vs., 249
Employee stock ownership plans (ESOPs), 74-75
Employee training
as aspect of implementation, 8-9
for beginning level users, 245-246
need assessment for, 9
programs established for, 66, 106-107
Employees
adaptation to organizational change by, 111
impact of CAD/CAM on manufacturing, 68
innovation and commitment of, 37-38
opinion surveys for, 197
out-of-community recruitment of, 126
performance appraisals for, 105-106
redeployment of, 92
reward systems for, 10-11, 24-27
skill levels of, 65-67
as stakeholders, 124
stress in, 114
Engineers
skills of U.S., 65
status differences among, 78
system development, 68-69
Evaluation
of reward system, 11
self-, 108-109
Evolutionary innovation, 16
Expert systems, 63
Extracorporeal membrane oxygenation (ECMO)
description and use of, 175-176
development of policies and procedures for use of, 178-183
financial aspects of adoption of, 177-178, 186
implementation of, 171
introduction of, 174
results of use of, 183-187
social effects of use of, 187-188
staff concerns regarding use of, 176-177
F
Flexibility
across work units, 40-41
in manufacturing technologies, 62
project, 41-44
at work unit level, 38-40
Flow cytometry, 168-169
Focused organizations
activity mix and, 23-24
business mix and, 20-23
reward system and, 24-27
Forecasting, 42-44
Forest Service
distribution of data within, 262
evolution of information environment in, 255-258
implications of trends shaping information environment of, 268-270
trends affecting information environment in, 266-268
Forest Service information system
cost savings from, 259-261
forest-level information processing system in, 258
future goals for, 270-271
principles developed in, 261-263
role of personal identity and accountability in, 263-266
systematic approach to automation in, 256-258
G
Goals, short-term vs. long-term, 10
Government, role in promotion of innovation, 47-48
Gynecology technology, 166
H
Health care payment system
redefinition of, 159-160
role of technology in changes in, 160-162, 169-170
Hierarchical cluster analysis, 201-202, 217-218
Human element in technological implementation, 4-5, 244-245
Human resource strategies, 77-78
Humanware, 245
I
Immunocytochemistry, 168
Implementation. See Technological implementation
In vitro fertilization/gamete intrafallopian transfer (IVF/GIFT), 166
Incentives. See Reward systems
Infant respiratory failure, 174-175, 185
Information
classification of, 265
framework for access to, 265-266
Information capture trends, 62
Information representation, 62
Information security, 264
Information technology.
See also Computerization
adaptability of, 235-236
characteristics of, 232-233
integration of, 261
packaging of, 236-237
scope, testing, and scale of, 234-235
utilization of, 231
validity and efficiency of, 233-234
Innovation.
See also Technological innovation
alternative strategies for adopting and implementing, 148-149
attitudinal factors in, 246-247
characteristics of, 17-20
developed elsewhere, 147-151
radical vs. incremental, 152
rewards for, 25
shocks to trigger, 141-143, 154
size and scope of, 153
stages of, 134-135
temporal duration of, 152-153
territorial barriers to, 33-37
traditional, 230
types of, 16-17
Innovation adoption
implementation and, 231
key points raised by case studies in, 153-155
reinvention and, 146-151
relationship between performance and, 135
temporal and contextual preconditions for, 138-141
Innovation adoption model
explanation of, 134-137
revisions needed by, 137-138, 153
Innovation adoption process
contingencies in, 151
nature of activities in, 143-144, 154
Interaction, 114
International Bio-Synthetics (IBIS, Inc.)
approach to system change within, 104
organizational renewal within, 105-114
overview of, 102-104
technological change within, 114-117
Interorganizational collaboration
capability expansion through, 45-46
as means of stimulating new uses for technology, 44-45
technology dependent upon, 46-48
J
Job loss fear, 8
Job turnover, nursing, 189-193, 198, 199, 205-206, 210
Joint ventures. See Interorganizational collaboration
Just-in-time inventory, 70
K
Kiesler, Sarah, 275
Klammer, Franz, 155
L
Labor unions
business partnerships with, 46-47
contracts having new technology clauses, 78
fear of job loss by, 8
participation in plant design and production process, 93, 99
view of structural changes by, 75-76, 81
Laser, use in surgery, 166-168
Layoffs
based on performance appraisals, 106
redeployment to avoid, 92
and worker trust, 81
Leadership, for technological change, 5-6
Lindquist, K., 148
Los Angeles Times computer system
development of, 288-291
future outlook for, 294-295
implementation of, 291-294
motivation for, 282-284
overview of, 280-282
planning for, 284-288
M
Magnetic resonance imaging (MRI), 168
Management
challenges to roles and power within, 34-36
as employee responsibility, 95
participative, 12
static vs. dynamic model of, 60
Managers
status differences within, 78, 80
Manufacturing engineers, 68, 78, 79
Manufacturing industries
competitive advantage and, 82-84
cultural challenges in, 78-82
resistance to use of technology in, 59-60
role of procedures in, 70-73
skill levels in, 65-70
state of technology in, 61-65
strategy in, 76-78
structure of, 73-76
Marcus, A., 151
Mauriel, J., 148
McKelvey, William, 155
Medicaid, 159
N
Neonatal intensive care unit case
background information regarding, 171-174
implementation of ECMO in, 178-183
key points raised by, 153-155
motivation for change in, 174-178
results of ECMO program in, 183-187
social effects of ECMO in, 187-188
New United Motor Manufacturing, Inc. (NUMMI), 71-72
Newsroom telecommunications. See Los Angeles Times computer system, and Washington Post computer system
Nurse scheduling case
background information regarding, 189-191
and current situation, 211
discussion of, 206-213
and issue of nurse turnover, 191-193
key points raised by, 153-155
nature of, 198-199
policy implications of, 210-211
research methods used in, 149, 199-203, 217-220
schedule choice in, 193-195, 215-216
Nurses
role of preoperative, 164
turnover of, 189-193, 198, 199, 205-206, 210
O
Object-oriented programming, 63
Obstetrics technology, 166
Operations research in nurse scheduling. See Nurse scheduling case
Opinion surveys, employee, 197
Organizational structure
during innovation process, 43
technology transfer and, 238-240, 248
Organizations
collaboration between. See Interorganizational collaboration
culture within, 78-82
diversified, 20-23
focused, 20-27
influence of information environments on, 270-271
innovation adoption and performance of, 135
life cycles of, 17
politics within, 235
technology transfer and properties of, 237-238
Outpatient surgery. See Ambulatory care unit case
P
Participation, 8.
See also Employee participation
Participative management, 12
Partnerships. See Interorganizational collaboration
Pathology, 168-169
Pennsylvania Hospital
establishment of short procedure unit in, 162-165
health care cost payments in, 159-160
key points raised by, 153-155
laser use in outpatient surgery in, 166-168
obstetrics and gynecology technology in, 166
payment system changes in, 160-162
radiology and pathology technology in, 168-169
results of new technology in, 169-170
Percutaneous umbilical blood sampling (PUBS), 166
Performance appraisals, 105-106
Pressman, J. L., 145-147
Printed circuit boards (PCBs), 64
Proceduralization
levels of, 70-72
worker participation in, 72-73
Process control systems, 116
Process innovations, 16
Process performance, 106
Producer services, 23-24
Product innovations, 16
Pulmonary brachytherapy, 167-168
Q
Quality circle (QC) programs at International Bio-Synthetics, 104, 105
participation in, 74
Quality Work Life (QWL) programs, 74
R
Radiology technology, 168
Recruitment, out-of-community, 126
Redeployment, 92
Reinvention
of innovations developed else-where, 147-151, 154
as learning process, 146-147
Relational data bases, 63
Research and development role, 63
Resistance. See Employee resistance
Respiratory failure, infant, 174-175, 185
Return on investment (ROI), 25
Reward systems
development of, 10-11
importance of, 24-27
Risk taking, 176-177
Rochester Methodist Hospital, 189-191, 198.
See also Nurse scheduling case
Roering, W., 150
Rogers, Everett, 134-137
S
See also Compensation system
Self-evaluation programs, 108-109
Shearson Lehman Commercial Paper Inc. (SLCPI)
climate for achievement in, 307
overview of, 296-298
processing problems facing, 298-301
results seen by, 308
solution for, 301-307
Skill levels
as area of concern, 65-67
impact of CAD/CAM on, 67-69
Socio-Technical System (STS), 93
Stakeholders
employees as, 124
identification and input of, 94-95, 100
Statistical process control, 70
Status, between various engineers, managers, and blue-collar workers , 78-80
Status barriers, to innovation, 33-37
Stress, employee, 114
Sunshine concept, 107-108
Surgery, outpatient. See Ambulatory care unit case
Synergies, search for, 40-41, 98
System development engineers, 68-69
System environments, 63
T
Teams
concept of, 126-129
cross-functional, 31-32
employee skills for participation on, 126
organization of, 105-114
Technological change
considerations when designing, 3
effect on quality of patient care, 163-164
flexibility as element in successful, 41-44
leadership for, 5-6
management structure and, 73
in patient care, 169-170
planning for, 243-244
Technological implementation development of consensus prior to, 186
human factor in, 4-5
impediments to, 61-65
properties of, 242-247
speed of, 27-28
stages of, 230-231
training as aspect of, 8-9
Technological innovation.
See also Innovation;
Innovation adoption
channels for, 28-30
collaborative relationships and, 44-52
communication linkages and, 30-33
flexibility and, 38-44
focus and, 20-27
likelihood of, 16
role of government in promotion of, 47-48
speed in implementation of, 27-28
Technology
adaptability of, 235-236
competitive advantage and new, 82-84, 238-239
dynamic model of, 7
packaging of, 236-237
problems in use of, 2-5
scope, testing, and scale of, 234-235
selection of, 13-14
social roles and, 35-36
strategic management of, 76-78
utilization of, 231
validity and efficiency of, 233-234
Technology transfer
boundary phenomena and, 240-242
framework of, 229, 231-232, 247-249
mechanisms for, 48-50
organizational level and, 238-240
Training
as aspect of implementation, 8-9
for beginning level users, 245-246
need assessment for, 9
technical, 65
Tubal ligations, 166
U
Unions. See Labor unions
United States
engineering skills in, 65
labor productivity in, 60
resistance to new manufacturing technology in, 59-60
United Way
design and implementation of system for, 275-278
information system needs of, 273-274
overview of, 272-273
strategy for technology introduction in, 274-275
success of system used by, 278
V
Values, 79-80
Vocational education, 65
W
Washington Post computer system, 290-291
Weber, M., 151
Wildavsky, A. B., 145-147
Work force
characteristics of, 90-91
overeducation of, 66
Work units
collaboration across, 40-41
flexibility at level of, 38-40
technology transfer and, 239-240
Workplace, integrative, 32-33