Expert systems in manufacturing. Part 2: A management framework for expert-systems innovation and technology transfer

Current approaches to expert systems technology transfer have tended to focus upon the marketing and servicing of technology capabilities and potential whilst remaining uncertain about the process factors which determine how this technology may be applied and adopted effectively. Furthermore, much of current expert systems research work and literature addresses these issues from the viewpoint of the supplier or donor whilst overlooking the importance of human and organisational perspectives which shed light on the means of delivery and take-up within the recipient organisation. The paper, the second of two that look at expert systems innovation in manufacturing, argues for greater consideration of the characteristics, processes and mechanisms of technology transfer. It defines a new conceptual basis for technology transfer which stresses a ‘needs-driven’ process of change; this highlights the importance of context as well as content in expert systems transfer and implementation. From this, a management framework is outlined and is used to rationalise the transfer problems and needs described in the first paper following a survey of 145 manufacturing users. It is also shown how this framework may be used to understand more about the multi-level and multi-dimensional needs and effects of technology induced change and therefore how it may be used to help senior management strategically plan and co-ordinate expert systems programmes in their organisations.