Management Strategies for the Introduction and Control of Interactive Computer Graphics Systems
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TL;DR
Some preliminary observations from a study of the introduction of interactive computer graphics (ICG) systems into the drawing offices of companies in England are presented.
Abstract
This paper presents some preliminary observations from a study of the introduction of interactive computer graphics (ICG) systems into the drawing offices of companies in England 1). The subject of this research has been the management strategies developed to introduce and control the operation of ICG systems. This focus arises from a concern that at present most attention is being given to the patterns of adoption and diffusion of this technology and to the 'impact' on the workforce. In contrast, little research has been done on the managerial aspects of change, and in particular the questions of strategy and control raised by ICG systems.