The responsive organisation

Article Abstract:

A survey of chairmen and chief executives of 102 UK organizations by the Aston Business School and the British Institute of Management was conducted to ascertain the responses of senior management to new and complex challenges. The survey reveals that organizations are becoming more flexible and adaptable and are in a transition period from bureaucracies based on functions to more flexible forms based on flatter structures and anchored in teamwork. Organizational boundaries are becoming less distinct due to the impact of information technology, which allows organizations to forge closer links with customers, suppliers and business partners. The survey reveals that management is in the process of implementing organizational change by fostering continuous adaptation in order to create a flexible organization and make the organization more responsive to the its employees, clients, and suppliers. This will be accomplished by replacing bureaucracies with fluid networks, identifying roles and tasks of the organization's members, establishing multi-functional work teams, and creating new processes that promote adaptation and change.

Surveys, Aston University, British Institute of Management

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IT in the boardroom: the growth of computer awareness among chief executives

Article Abstract:

The attitudes of the senior management of UK corporations towards information technology (IT) was researched by studying the conclusions of four major studies undertaken in the 1980s. In addition, Humberside Business School conducted a survey of 153 chief executives in UK commerce and industry. The four major studies were the 1985 Department of Trade and Industry, PA and BJS consultants report, the 1986 EOSYS Report, the 1987 Business Computing and Communications Survey, and the Butler Cox Foundation Report. These earlier studies found that top managers viewed IT not as a tool for gaining competitive advantage but as an administrative tool, viewed IT training as an in-house matter, and typically got involved in IT only in a financial context. The 1989 Humberside survey reveals that the chief executives had more confidence and awareness of IT and showed more support for IT processes, but still viewed IT as an administrative tool, continued to view IT as synonymous with finance, and continued to believe that training should be in-house.

Research, Usage, Information technology

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The innovative firm and local business development

Article Abstract:

A survey of 164 innovative high-technology firms in Oxfordshire, UK was conducted to ascertain the thresholds of the development of entrepreneurial firms and the ramifications for local business development. The survey reveals that small innovative firms are capable of high growth rates and significant job creation due to their technological expertise. However, these entrepreneurial firms experience difficulties in the areas of financing, marketing, and management. Difficulties faced in the early stage of development tend to be local external factors, and much can be done to assist entrepreneurial high-tech firms at the local level, such as the provision of direct managerial assistance. This assistance can be provided by banks or venture capitalists in order to safeguard their investment, by specialist firms for an equity stake or compensation, or by private or public altruistic organizations.

High technology industry, Small business

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