The Influence of Technologists on Corporate Decision‐Making in the United Kingdom

Abstract

One reason for the poor performance of UK industry in the management of technology is the rift between corporate decision‐making and technology as a discipline, creating a barrier to the influence of technologists on policy making. This paper presents evidence from recent secondary sources, which indicates the weak position of technologists by comparison with other specialists in organisational hierarchies. Reasons for this relative lack of organisational power can be found both in the aspirations and attitudes of technologists and in culturally‐induced organisational structures, which act to severely limit the participation of technologists in decision‐making at the highest levels. Some cross‐national comparisons are referred to. Suggestions are made for ways in which a more even balance between disciplines within UK companies might be achieved.

Citation

Ryan, M. (1987), "The Influence of Technologists on Corporate Decision‐Making in the United Kingdom", International Journal of Operations & Production Management, Vol. 7 No. 3, pp. 14-25. https://doi.org/10.1108/eb054790