PlaneSpace: Liberating Employee Innovative Capacity

Abstract

This case highlights the long-term effects of major technological changes on a manufacturing organization and on the motivation and innovative potential of its employees. The case describes a “lean” facility, which emphasizes Science and Technology-driven (STI) innovations, as opposed to Doing-Using-Interacting (DUI) innovations. The former is based on centralized, R&D-driven, codified knowledge and generally reflects a more rigid, hierarchical organizational structure. The latter is based on hands-on, or tacit, knowledge for problem-solving, and generally reflects informal communication lines and a more decentralized and horizontal organizational structure, typical of a “learning” type of organization.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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