Degree Name

Doctor of Philosophy


Department of Management


This thesis addresses a significant gap in the empirical research on concurrent engineering (CE) implementation, namely the process of change in CE introduction over time. This study captures the dynamic and temporal reality of this process and explores the way CE is shaped and transformed in a setting that is different from its. original context. The setting is an Indonesian aircraft manufacturing company. The researcher employs Dawson's (1994) processual approach to organisational change as the basis for a research framework to address this important issue.



Unless otherwise indicated, the views expressed in this thesis are those of the author and do not necessarily represent the views of the University of Wollongong.