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Byline: Dianne Waddell, Amrik S. Sohal This paper reports the findings of a survey that investigates management's perceptions of resistance in manufacturing organisations. Manufacturing organisations have faced a mandate for change for some time now. Industry leaders and government heads have repeatedly called for efficiency increases, productivity improvements and general industry reform, such that businesses can remain competitive in the international market-place. However, managing a major change effort is a complex task and examples of successful change efforts have been few and far between. Resistance has been identified as a critical aspect in the process of change, an aspect that can significantly influence both positive and negative outcomes. To this end, approximately 250 companies were surveyed throughout Australia with the objective of clarifying how resistance to change is understood by managers and the effects this approach may have on their methods of change management. The results indicate that resistance is predominantly viewed adversarially by manufacturing managers as an impediment to change that must be removed – a problem that must be overcome if the organisation is to achieve successful change. We conclude, however, that this approach may in fact be inappropriate. Rather, a more conciliatory response is suggested that looks to evaluate and possibly utilise resistance in an effort to achieve successful organisational change.

Byline: Jan Ruzzier, Amrik S. Sohal, Pooja Katna, Suzanne Zyngier Based on two in-depth case studies, this paper contributes to our understanding of IT outsourcing by government agencies. One of the agencies studied considered IT outsourcing to have been a successful initiative and the other considered it to be a failure. While there is no set formula that would ensure success in an outsourcing arrangement, the studies show that success or failure is directly related to the initial mechanisms in place to control the parties' interaction throughout their relationship. These cases also confirm that outsourcing is both a complex and a strategic business tool.

Byline: Sonja Petrovic-Lazarevic, Amrik S. Sohal, Marcia Perry This paper examines the findings of a field study on supply chain initiatives in 12 Australian companies. The companies were all recipients of Australian government assistance aimed at enhancing supply chain and global competitiveness in the Textiles, Clothing, Footwear and Leather (TCF&L) industry. The government assistance in this instance concerned Australian-based supply chain initiatives servicing local customers. The findings indicate that an increased strategic and global focus by the supply chain needs to be sustained by adequate information flow, appropriate value-adding processes, with suitable leading technology applications and people-valuing and innovation-fostering company environments. Important too for company prosperity is continuous reduction of waste and cost. The findings further reflect the general instability of trading arrangements in the Australian TCF&L industry as companies and their respective supply chains adjusting, not always with success, to global competition and a shrinking industry infrastructure.

Byline: Ian Sadler, Amrik S. Sohal This paper examines the design and implementation of an effective process of operations and logistics strategy. A process called Strategic Operations and Logistics Planning (SOLP) is developed from the Manufacturing Audit Approach to encompass operations, both internal to enterprises, and across the extended enterprise. The paper posits that SOLP can be used in enterprises with weak strategic planning skills based on successful testing of the process in three Australian meat processing companies. The comparative success of the SOLP process is underpinned by the use of action research involving external facilitation, group consensus and tailoring the process to meet the enterprise needs. The results suggest that the SOLP process is successful and that repeated use by a planning team improves its effectiveness in formulation and integration.

Byline: Amrik S. Sohal, Brian D|Netto As we move into the new millennium, organisations are increasingly turning to the logistics function to gain competitive advantage. This implies that qualified and ambitious logistics managers will be required to achieve strategic organisational objectives. This paper seeks to assess Logistics Managers' perceptions of their profession. More specifically, it examines their educational qualifications, career progression, job content and reward perceptions. To assess the current position, a survey of logistics managers in Australia was conducted and 303 completed and usable responses were obtained. The data indicated that logistics managers are generally middle-aged employees with around 62.5% between 35 to 49 years old. The study found that Australian logistics managers are well qualified (75.7% had a higher degree or diploma), highly paid (56.1% earn over AUS $90,000 per annum) and find their jobs challenging and interesting. Respondents joined the logistics management function relatively early in their careers and 63.3% had worked in the logistics function for over 10 years. However, respondents indicated that working hours were too long and that benefits were not adequate. Logistics managers indicated a strong need for additional training in computers, business management, new technology management and logistics management. Respondents indicated that they require increased control of systems design, business to business e-commerce, transport management and warehouse operations. Nearly two-thirds of the respondents were members of a professional institution. The logistics profession still continues to be dominated by male managers. The paper discusses the implications of these findings.

Byline: Dianne Waddell, Amrik S. Sohal Much research has been undertaken with the assumption that resistance adversely affects a change process. Strategies devised from this perspective often approach resistance in an adversarial manner, attempting to circumvent or negate its impact. However, recent research has identified that despite this predominantly negative perception, resistance has also been used to successfully implement many changes in organisations. This paper highlights the need to identify and measure resistance prior to an organisational change effort. Resistance by nature is complex, and its potential to negatively impact change is greatly exacerbated by managers applying a simple set of assumptions when encountering it. By accurately gauging resistance in advance, implementers of change can anticipate the likely response of the organisation and thus implement appropriate strategies. To this end, an instrument has been designed that identifies and measures resistance in an organisation. The instrument is utilised in a manufacturing organisation and the results show that it provides a valid and reliable measure of resistance and is able to accurately identify the likely nature of resistance generally, as well as individual pockets that belie a peculiar stance not indicative of the organisation as a whole.

Byline: Ambika Zutshi, Amrik S. Sohal The last decade of the 20th century witnessed rapid growth in the adoption of various environmental management systems (EMS) within organisations. Environmental consultants and auditors play an intricate role in the interpretation, implementation and certification of an EMS. This paper presents the experiences of eight leading auditors with respect to the adoption of EMS/ISO 14001 by Australian organisations. The benefits and issues relating to the auditing process are discussed.

Byline: Amrik S. Sohal, Damien J. Power, Mile Terziovski The efficient management of the supply chain has become a major issue for retailers, driven by the need to be responsive and cost effective in the context of changing business rules and facilitated by a dynamic technological environment. Mass merchants have been actively promoting the use of standard numbering, bar codes and EDI across their supplier base to facilitate these practices and are beginning to venture into the 'brave new world' of internet trading. This paper focuses on the position of the mass merchant in the retail supply chain. As the result of a case study conducted in a major Australian retail conglomerate, it is apparent that there are both challenges and opportunities for companies trying to promote improvement in supply chain processes. Small suppliers often struggle to comply with basic requirements for electronic trading and at times struggle to see the full potential of implementation of integrated supply chain management techniques. For the retailer, buyer involvement, computer literacy and the need to find new ways of measuring 'true channel cost' are issues that require attention for a system based on integration and cooperation to flourish. Though the benefits of using new technology for the further integration of supply chains are known and understood by retailers, there are significant organisational issues that need to be addressed. The implication is that the promotion of an integrated supply chain management methodology backward along a retail supply chain creates the need for change in both the retailers' and suppliers' systems.

Byline: Mile Terziovski, Damien Power, Amrik S. Sohal There has been a major push by firms to seek certification to the International Quality Standards ISO 9000. This heightened interest is not without problems as many managers have misunderstood the value of seeking ISO 9000 certification. A review of the literature revealed a major gap in research in this area of quality management. Therefore, the aim of this study is to examine the role of the non-financial auditor and the audit process with respect to the existing ISO 9000 Quality standards. Qualitative and quantitative research design was used. Five case studies were developed of certified companies. Two survey questionnaires were designed and administered to 300 auditors registered by JAS-ANZ (Joint Accreditation Service of Australia and New Zealand) and 1500 companies certified by Quality Assurance Services. A response rate of 42% was obtained for the Auditor questionnaire and 28% for the certified organisations. A four-quadrant model was developed to categorise companies according to perceived value derived from certification (performance versus conformance) and the maturity level of their continuous improvement culture (ISO 9000 versus continuous improvement). We conclude that conformance auditing has a role in the early stages of quality systems implementation. However, effectiveness diminishes as the quality system matures.

Byline: Amrik S. Sohal, Richard Schroder The use of multifunctional project teams to facilitate the introduction of new technologies into organisations is advocated by many academics and practitioners. This paper using survey data from 132 organisations attempts to clarify empirically the influence of such teamwork through analysis of the statistical associations between teamwork and the planning and implementation processes involved in technology adoption. The influence of teamwork is marked. Multifunctional project teams do expand the scope of issues considered, break down functional barriers and improve the quality of decisions made. However, these teams also soak up time and resources, which highlights the need for teams to operate more efficiently if they are to be more effective.

Byline: Amrik S. Sohal, Gloria L. Lee, Peter G. Burcher This paper compares the results of surveys conducted in 1989 and 1996 that examined the planning and implementation activities associated with investments in Advanced Manufacturing Technology (AMT) in British manufacturing companies. The same data collection instrument was used in both surveys which focused on a number of aspects of the AMT planning and implementation process. The similarities and differences identified in respect of motivation for investing in AMTs, role of respondents in strategy formulation, nature and size of AMT investments made, sources of information used, financial evaluation carried out, training in AMT and production management, benefits of AMTs, and risks and difficulties associated with adopting AMTs are discussed. Conclusions and implications for management are presented.

Byline: Amrik S. Sohal The implementation of advanced manufacturing technologies (AMTs) has the potential to impact, both positively and negatively, on all manner of activities and areas of an organisation. This paper presents six case examples, drawn from larger case studies, of the implementation of AMTs and the subsequent impacts. It describes a range of AMTs in a range of different settings. Analysis is focused on the benefits achieved by the companies and the difficulties experienced, in an effort to draw out some common themes regarding AMT implementation. The major implications for management are outlined as a set of 'critical success factors' to the adoption of AMTs.