Advanced materials innovation : managing global technology by Sanford L. Moskowitz

By Sanford L. Moskowitz

Via designated case reviews of an important complex fabric creations of the latter twentieth and early twenty first century, the writer explores the position of the sphere of complex fabrics within the technological and fiscal job at the present time, with implications to the innovation approach ordinarily. -A entire learn that encompasses the 3 significant different types of complex fabric applied sciences, i.e., Structural Read more...


via specified case experiences of crucial complex fabric creations of the latter twentieth and early twenty first century, the writer explores the function of the sphere of complicated fabrics in the Read more...

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In order to limit the influence headquarters could have over operating sites, Nucor’s management made a point of never building operating plants in or around its Charlotte headquarters. While such decentralized autonomy sometimes caused duplication of functions and facilities from plant to plant, it also meant that decisions could be made quickly and by those closest to the situation. Also important in Nucor’s ability to act swiftly to exploit opportunities and to deal with problems as they arose, the company had a simple and streamlined bureaucracy: it adopted a relatively flat organizational structure with only three layers of management.

2 Ken Iverson and Nucor Iverson began leading Nucor at a particularly critical point in the company’s history. Nucor is the successor to the Reo Motor Car Company, founded in 1904 by Ransom Eli Olds, inventor of the Oldsmobile. By the early 1950s, Reo abandoned automobiles to pursue other opportunities. The revamped company, called Nuclear Corporation of America, exploited the postwar popularity of atomic energy; it built and sold products and instruments that ran on or measured radioactive phenomena, ADVANCED CASTING TECHNOLOGY 25 including a line of radiation sensors.

4 THIN SLAB AND THIN STRIP CASTING: RESEARCH AND DEVELOPMENT Iverson—and his champions—often credited Nucor’s success to risk taking. 13 While Iverson and Nucor did indeed take their share of risks in embracing new technology, we shouldn’t overstress this factor as a key to the company’s success. The fact is, Iverson did not dare delve into areas in which he was unfamiliar. A case in point is Iverson’s position on research and development. In fact, Nucor did not have a separate, stand-alone R&D department or corporate engineering group or even a dedicated technology officer.

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