Graham Winch

The strategic management of architectural practice

The paper develops a model for the strategic management of architectural practice with the aim of better understanding how practices compete with each other for work around a tripartite definition of quality. It assesses the ways in which architectural practices are distinctive as knowledge-based organizations, before assessing some of the characteristics of their industrial context. Drawing on the work of Maister and Porter, it then develops a model of generic strategies for architectural practice which, it is suggested, can form the basis for further research and consultancy. Finally, some comments are made suggesting why architectural practices are relucant to think in strategic terms.

Implementing Integrating Technologies: Developing Managerial Integration for CAD/CAM

Companies are increasingly adopting technologies that can promote integration between functions and tasks. The implementation of these technologies has largely concerned the tasks of installation and the technical integration of the system. However, insufficient attention appears to have been directed towards organizational and managerial integration issues. Argues, based on empirical data from 15 UK engineering companies, that effective implementation of integrating technology requires a better understanding of issues concerning the integration of functions/tasks involved. Focuses on the issues and problems concerning managers involved with improving engineering/production integration, and proposes alternative organizational and technical mechanisms for implementing such integration. Reviews these mechanisms by reference to the engineering case companies.

Organization and Management in an Anglo‐French Consortium: The Case of Transmanche‐Link

This paper presents the results of a comparative organizational assessment of the behaviour and organization of the British and French managers who constructed the Channel Tunnel. In the context of a common adhocratic organization, a principal components analysis of the survey results differentiates the British and French respondents on five dimensions: fonceur/procedural; competitive/collegial; involved/distanced; individualistic/supportive; and stress. These quantitative results are supported by qualitative data from interviews and open-ended questions. A preliminary explanation of the results in terms of a configurational analysis of the differences between the British and French managers surveyed is then offered. The paper argues that an organizational assessment methodology is compatible with societal approaches which attempt to understand nationally distinctive configurations of organization and management.

Managing CAD in architectural practice

Abstract After reviewing the state of the art of Computer-Aided Design use amongst 20 architectural practices, and identifying the typical uses of CAD in architectural design, the argument will review how systems are managed before making some comments on the future development of architectural practice in the light of the widespread diffusion of CAD.

Managerial integration and CIM—a strategic response

This research reports on field-based research into the use of integration mechanism the context of CIM to achieve a strategic response to develop, design and manufacture new products quickly and effectively. It complements the work of Burbridge et al.7, who have developed a methodology for identifying where integration is required between and inside functions. Burbridges methodology leads to the need to state the means for integration, but does not suggest specific means. The research reported here identifies specific means, and provides some guidelines for managers. A categorization of the mechanisms needed to support CIM in achieving strategic goals is suggested.