Much of innovation research focuses on the innovating individual or the environment in which the innovation takes place. Moreover, empirical work has predominantly been concentrated on apparently innovative sectors such as those engaged in new technologies or in the early growth phase of development. This research is concerned with organisational characteristics which affect innovativeness in a mature industry setting. This research is based on a subsector of the UK textile industry. The first phase of research sought to identify a ranking among firms in the sector in terms of their innovativeness. The second phase focussed on a small sample of these firms and identified which organisational characteristics appeared to be most associated with innovativeness. In the sample of firms investigated it appeared that innovativeness was very closely associated with a group of characteristics related to the firm's business strategy and how well this strategy was known and understood by members of the firm. Another group of characteristics which also appeared to be associated with innovativeness, though less closely, was related to the way the firm was managed and the degree to which individual members of the firm experienced freedom to use their own initiative. The implications of the study are discussed and some lines for future research are suggested.

The intention of this work was to examine the infra-structure of a medium-sized Greek textile manufacturing enterprise. The Organisation became a leading acrylic blanket producer at national level, as a result of the management's receptivity to transfer of the highest standards of technology and expertise. The business was geared to the quality end of the market and offered its customers a high added value range of products. At the initiation of the systems study, the problem was conceived as one of inadequate production planning and stock control procedures. The high customer service level policy was accomplished through substantial stockholding on the part Of the firm and resulted in inventories being the company's highest current assets component. A systems approach to the operations of the Organisation indicated problems of information discontinuity, while barriers of communication were caused by lack of clear objectives. Analysis of the existed procedures led to the creation of three new sub-systems: the production scheduling, the quality control and the marketing departments. Material and information closed-loop controls were established and job description systems were introduced. An internal management reporting system was designed to facilitate improved decision making - In the implementation stage the author concentrated on training the systems/users while operational difficulties were resolved during actual running. The project's objective was the development of an open system which would maintain dynamic equilibrium with its surrounding environment. Planning and control procedures made the internal sub-systems interactions controllable, but the external changes created difficulty. Growing recession and government austerity policies exercised considerable influence on the operations of the system/organisation. company viability was safeguarded, a make-to-order policy was Pursued and a new business structure was created. This work is considered to exemplify the Greek industrial sector and the difficulties which will be experienced in deploying modern management methods in Greek manufacturing industry.