<abstract xmlns="http://www.w3.org/1999/xhtml"><p>Engineering management and engineering projects are subject to greater levels of uncertainty and complexity as part of the current dynamic and competitive industrial environment. Engineering managers need to navigate the arising challenges and consequently gain access to effective decision-making processes. Engineering education has a clear role to play here. However, formal education in quantitative methods is only part of the solution — engineers and engineering managers should also have access to a broader set of skills and knowledge to be effective in the industrial landscape. Therefore, we now need a new paradigm for engineering management and the decision-making process. This article draws on supporting material from the literature and the insights gained from a series of industrial cases using the participatory action research method and a process of inductive reasoning to allow synthesis of generalised propositions that are linked to the industrial cases and antecedent factors from the literature. The findings lead to a set of areas that require further development to support engineering managers to be more effective when dealing with increasing levels of uncertainty and complexity. This includes a number of areas, which are as follow: the need for engineering managers to have enhanced professional skills and knowledge; the importance of experience-based judgement; effective knowledge management; supportive leadership and overall organisational culture; and a holistic approach to decision-making. The research study has practical relevance to engineering management practitioners working in industrial companies to support self-evaluation and professional development. The findings are also pertinent to academic researchers seeking to evaluate decision-making models as part of extending the current understanding of the field of engineering management in technology-based organisations.</p></abstract>

Engineering management and engineering projects are subject to greater levels of uncertainty and complexity as part of the current dynamic and competitive industrial environment. Engineering managers need to navigate the arising challenges and consequently gain access to effective decision-making processes. Engineering education has a clear role to play here. However, formal education in quantitative methods is only part of the solution — engineers and engineering managers should also have access to a broader set of skills and knowledge to be effective in the industrial landscape. Therefore, we now need a new paradigm for engineering management and the decision-making process. This article draws on supporting material from the literature and the insights gained from a series of industrial cases using the participatory action research method and a process of inductive reasoning to allow synthesis of generalised propositions that are linked to the industrial cases and antecedent factors from the literature. The findings lead to a set of areas that require further development to support engineering managers to be more effective when dealing with increasing levels of uncertainty and complexity. This includes a number of areas, which are as follow: the need for engineering managers to have enhanced professional skills and knowledge; the importance of experience-based judgement; effective knowledge management; supportive leadership and overall organisational culture; and a holistic approach to decision-making. The research study has practical relevance to engineering management practitioners working in industrial companies to support self-evaluation and professional development. The findings are also pertinent to academic researchers seeking to evaluate decision-making models as part of extending the current understanding of the field of engineering management in technology-based organisations.

Exploring the need for a new paradigm in engineering management and the decision-making process in technology-based organisations

Engineering Management in Production and Services

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Engineering management and engineering projects are subject to greater levels of uncertainty and complexity as part of the current dynamic and competitive...

No.	Element of interest	Case I	Case II	Case III	Case IV	Case V	Case VI
1	Is the initial decision-maker fully qualified and experienced in the role?	Y	Y	Y	Y	Y	Y
2	Does the decision have an impact greater than one year of the salary of the decision-maker?	Y	Y	Y	Y	Y	Y
3	Was the initial decision reviewed by competent personnel and accepted?	Y	Y	Y	Y	Y	Y
4	Does the person providing a better alternative have better identifiable qualifications or experience than the original decision-maker?	N	N	N	N	N	N
5	Was there a need for complicated mathematical calculations to identify the potential benefit?	N	N	N	N	N	N
6	Is the alternative identified in time to take corrective actions?	Y	N	N	N.A.	Y	Y
7	Was there visible recognition by management that the person providing the beneficial alternative was providing unique and valuable tacit knowledge?	N	N	N	N	N	N
8	Was there visible recognition by management that would indicate an improved decision-making process going forward?	N	N	N	N	N	N

Exploring the need for a new paradigm in engineering management and the decision-making process in technology-based organisations

Published Online: Dec 31, 2020

Page range: 7 - 21

Received: May 31, 2020

Accepted: Oct 15, 2020

DOI: https://doi.org/10.2478/emj-2020-0024

Keywords
engineering management, engineering projects, decision-making, new paradigm

© 2020 Simon P. Philbin et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Fig. 1

Fig. 2

Fig. 3

Cross-case analysis

Exploring the need for a new paradigm in engineering management and the decision-making process in technology-based organisations

Published Online: Dec 31, 2020

Page range: 7 - 21

Received: May 31, 2020

Accepted: Oct 15, 2020

DOI: https://doi.org/10.2478/emj-2020-0024

Keywordsengineering management, engineering projects, decision-making, new paradigm

© 2020 Simon P. Philbin et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Fig. 1

Fig. 2

Fig. 3

Cross-case analysis

Keywords
engineering management, engineering projects, decision-making, new paradigm