The Introduction of CIM: A Strategic Analysis

Author:

Nichols Wendy,Jones Oswald

Abstract

The research was carried out to identify the links between the introduction of computer integrated manufacturing (CIM) and corporate strategy. The study took place in an organization which manufactures car components and is the subsidiary of a major UK company. At the operational level there was considerable confusion about the objectives of CIM and consequently it had been poorly utilized. A number of suggestions were made to ensure more effective use of CIM. However, as a result of political factors within the organization there was a shift in emphasis from CIM to strategic sourcing.

Publisher

Emerald

Subject

Management of Technology and Innovation,Strategy and Management,General Decision Sciences

Reference18 articles.

1. 1. Bryman, A., Research Methods and Organisational Studies, Unwin Hyman, London, 1989.

2. 2. Goold, M. and Campbell, A., Strategies and Styles: The Role of the Centre in Managing a Diversified Corporation, Blackwell, Oxford, 1987.

3. 3. Porter, M., Competitive Strategy, Free Press, New York, NY, 1980.

4. 4. Forrester, P., Hassard, J., Tang, N. and Hawksley, C., “Examining Computer Integrated Manufacturing as a Determinant of Strategy and Organization” at “Management and New Technology Theme”, British Academy of Management Conference, Bradford, 1992.

5. 5. Porter, M., Competitive Advantage, Free Press, New York, NY, 1985.

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