Access the full text.
Sign up today, get DeepDyve free for 14 days.
J. March (1995)
The Future, Disposable Organizations and the Rigidities of ImaginationOrganization, 2
R. Stacey (1992)
Managing the unknowable : strategic boundaries between order and chaos in organizations
R. Cagliano, G. Spina (2000)
Advanced manufacturing technologies and strategically flexible productionJournal of Operations Management, 18
A. Richter, P. Heinrich, Alexander Stocker, Wolfgang Unzeitig (2015)
Der Mensch im Mittelpunkt der Fabrik von morgenHMD Praxis der Wirtschaftsinformatik, 52
D. Zühlke (2010)
SmartFactory - Towards a factory-of-thingsAnnu. Rev. Control., 34
D. Wessels, M. Goedhart, T. Koller (2005)
What really drives the marketMIT Sloan Management Review, 47
William Form, T. Burns, G. Stalker (1963)
The Management of Innovation.Administrative Science Quarterly, 8
M. Corso, A. Martini, Andrea Pesoli (2008)
Enterprise 2.0: what models are emerging? The results from a 70 case-based researchInt. J. Knowl. Learn., 4
(1980)
Competitive Strategy: Techniques for Analyzing Industries and Competitors
R. Hayes, S. Wheelwright (1984)
Restoring Our Competitive Edge: Competing Through Manufacturing
Andrew McAfee (2006)
Enterprise 2.0: the dawn of emergent collaborationIEEE Engineering Management Review, 34
G. Spina, E. Bartezzaghi, A. Bert, R. Cagliano, D. Draaijer, H. Boer (1996)
Strategically flexible production: the multi‐focused manufacturing paradigmInternational Journal of Operations & Production Management, 16
[This Chapter discusses the key problem of integrating the use of advanced manufacturing technologies (AMTs) together with the change in the strategic and organizational approach to manufacturing in order to build superior capabilities, especially strategic flexibility and continuous innovation. In the original paper AMTs were analysed within the context of the Strategically Flexible Production (SFP). The use and effectiveness of various technologies and their computer-based integration were investigated in the light of the emerging paradigm. Data from the International Manufacturing Strategy Survey have shown that the use of integrating technologies varied much within the core adopters of the paradigm, suggesting that SFP did not necessarily require massive information technology support. However, SFP alone or combined with a higher level of integration of stand-alone AMT fostered increased time responsiveness. The commentary suggests that today very similar hypotheses to the ones tested in the original paper could be explored in relation to the currently emerging technologies, such as Industry 4.0 or Smart Factories. In particular we need to ask questions and test propositions around the need of alignment between today’s advanced technologies and work organization practices, and around the relative importance of technology compared to organization in building superior capabilities.]
Published: Jun 5, 2016
Keywords: Advance Manufacture Technology; Knowledge Worker; Organizational Innovation; Flexible Production; Strategic Flexibility
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.