"Anyone who journeys through "What Machines Can't Do is going to
[become] much more sophisticated about the sociology of introducing
new technologies into existing organizations."--Lester C. Thurow,
Massachusetts Institute of Technology
"A compelling case for rethinking why and how new technologies
are introduced into organizations. With its graphic accounts and
insider detail, he shows that when it comes to technology and
politics, one cannot be understood apart from the other. "What
Machines Can't Do is one of those special books that fundamentally
alters how one looks at the engines of corporate change."--Michael
Useem, University of Pennsylvania
"An extraordinary achievement. Robert J. Thomas not only
provides intimately detailed studies of the introduction of new
technologies in large companies in four major industries. In the
power-process framework, he provides us with a new theoretical
approach that seems to me superior to other frameworks for the
study of technological changes. For practitioners in industry, this
book suggests ways of reorganizing the new technology introduction
process so that workers and managers in manufacturing play more
creative roles than is possible when they are considered as simply
implementors of what others have designed for them."--William F.
Whyte, Research Director, Programs for Employment and Workplace
Systems, Cornell University
"This is one of the few books I have seen in reent years that is
a genuine advance in business scholarship. For over ten years now,
American business has been trying to achieve greater 'integration'
across the separate components of the internal organization and
between the organization and suppliers, customer, andclients
outside. The results of these efforts have been disappointing. Here
is a book that, for the first time, explains why. It may not be the
last work on the subject, but all subsequent work will build upon
these results and will have to come to terms with its
argument."--Michael J. Piore, MIT
"These are the best cases I know of for giving students a feel
for the complex dynamics of technological change and organizational
power in industry. The cases are especially credible because of the
clear writing and the unobtrusive theoretical guidance. It is not
news that technology is socially shaped, but this presentation is
more dramatic, more subtle, and more satisfying than the
conventional literature."--Charles Perrow, Yale University
"This sophisticated, readable book . . . combines terrific
original field research with a grand feat of theoretical
synthesis."--Paul DiMaggio, Princeton University
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