This chapter is based on longitudinal research conducted in the banking sector in the mid to late 1980s. 1 The research was particularly concerned with developments in staff participation consequent upon the introduction of new technology. In part this emphasis on banking was a deliberate attempt to situate technological innovation in a sector other than manufacturing. In banking the introduction of technology in the form of computerization was seen as a catalyst – a potentially transformative agent that would have profound influences upon the landscape of the industry.