Technological choices diminish in certain sectors which are exposed to global changes and intense competition. Trade unions find it difficult to accept technological determinedness. While some kind of resistance to change may be expected, the responses of employees and unions depend more on the process than outcomes of adjustment. What is critical to managing adjustment is the motives and the manner of their communication to the social partners affected by the adjustment process. While learnings from one case are not easily transferable to other cases, common learnings from the case studies can, however, be generalised.
Some case studies are a bit too general.
Information on the position of case study firm in industry, etc. Several case studies focused on business, not process reengineering. A few were written mainly with inputs from a few managers. The time frame differences in the description of case studies is not uniform to facilitate easy identification of before, during and after effects of adjustment. These limitations are also the strengths in the sense that the trainer and the trainee would need to make assumptions to fill the gaps and put in extra effort to identify the key issues in different stages.