Exploratory study of the adoption of manufacturing technology innovations in the USA and the UK

Swamidass, Paul; Winch, Graham W.

doi:10.1080/00207540210137549

Cited by 32 publications

(28 citation statements)

References 23 publications

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“…At firm level, discrepant results can be illustrated by contrasting the findings from Swamidass and Winch (2002)'s comparative study between USA and UK ICT investment, with those obtained by Licht and Moch (1999) in Germany. Both studies include in their analysis manufacturing plants, although Licht and Moch (1999)'s large establishment sample also includes establishments in the service sector.…”

Section: Ict and Productivitymentioning

confidence: 91%

“…Both studies include in their analysis manufacturing plants, although Licht and Moch (1999)'s large establishment sample also includes establishments in the service sector. Swamidass and Winch (2002) use descriptive statistical analysis to compare ICT investments and show that the extent of ICT usage has a positive impact on productivity, with higher levels of computerisation in the USA than in the UK being translated in higher productivity and return on investment in the USA than in the UK.…”

Section: Ict and Productivitymentioning

confidence: 99%

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Enhancing Productivity: The Role of Management Practices

et al. 2008

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There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (OM) and Human Resource Management (HRM) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms.

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Section: Ict and Productivitymentioning

confidence: 91%

Section: Ict and Productivitymentioning

confidence: 99%

Enhancing Productivity: The Role of Management Practices

et al. 2008

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“…This study is notable for using firms from the USA and the UK in the sample. This is justified because a recent study comparing manufacturing technology adoption practices in the USA and the UK found that the average manufacturing plants in the two countries are similar in many respects (Swamidass and Winch, 2000). …”

Section: Discussionmentioning

confidence: 99%

The role of manufacturing and marketing managers in strategy development

Swamidass

Baines

Darlow

2001

International Journal of Operations &Amp; Production Management

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According to researchers and managers, there is a lack of agreement between marketing and manufacturing managers on critical strategic issues. However, most of the literature on the subject is anecdotal and little formal empirical research has been done. Three companies are investigated to study the extent of agreement/disagreement between manufacturing and marketing managers on strategy content and process. A novel method permits the study of agreement between the two different functional managers on the process of developing strategy. The findings consistently show that manufacturing managers operate under a wider range of strategic priorities than marketing managers, and that manufacturing managers participate less than marketing managers in the strategy development process. Further, both marketing and manufacturing managers show higher involvement in the strategy development process in the latter stages of the Hayes and Wheelwright four-stage model of manufacturing's strategic role.

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“…It had been reported that more than 70% of manufacturing businesses in the US and the UK rely on CNC machines [1]. Those who are skillful in NC machining are needed in a large scale and given more opportunities in finding good jobs with higher salaries.…”

Section: Introductionmentioning

confidence: 99%

CNC Partner: A novel training system for NC machining

Yao

2011

Comp Applic In Engineering

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CNC Partner, a novel training system on NC machining, is presented in this paper. It creates a semi-immersive desktop virtual training environment with a sense of high reality at a low cost. With the CNC Partner, a trainee can learn the knowledge of NC programming and acquire the practical operation skills on a CNC machine tool prior to operate a real one. The framework of CNC Partner is established and described in detail. And its functions on training are summarized. The functions of CNC Partner-assisted teaching are also introduced. Up to now, over 200 sets of CNC Partner systems have been installed in several vocational education schools in China. ß

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Exploratory study of the adoption of manufacturing technology innovations in the USA and the UK

Cited by 32 publications

References 23 publications

Enhancing Productivity: The Role of Management Practices

Enhancing Productivity: The Role of Management Practices

The role of manufacturing and marketing managers in strategy development

CNC Partner: A novel training system for NC machining

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