Technological change: Leaders, followers and feedback cycles

Abstract

This paper reports a comparative case study of nine firms in the Canadian graphic arts industry in 1964-1986 and suggests that production technology in these firms changes in feedback cycles. The cycles in turn are triggered by the initial performance of the firms. A model of technological change is proposed which relates performance, managerial conduct and contextual conditions to changes in production technology. Differences between technological leaders and followers are identified.Technological change adoption production technology feedback cycles managerial work comparative case study