Gaining Advanced Manufacturing Technologies' Benefits: The Roles of Organization Design and Culture

Zammuto, Raymond F.; O’Connor, Edward J.

doi:10.2307/258805

Cited by 280 publications

(253 citation statements)

References 36 publications

Supporting

Mentioning

233

Contrasting

Unclassified

Order By: Relevance

“…Although contextual extensions to TAM have been proposed, many researchers have instead opted to apply task-specific models of "use" in their research, as proposed by the task-technology fit (TTF) literature (Dishaw and Strong, 1999;Goodhue, 1998;Goodhue, 1995), or more user context control-specific applications of the theory of planned behavior (TPB) (Ajzen, 1991). Studies based on these models suggest that contextually focused issues such as "control" (Zammuto and O'Connor, 1992) and "fit with existing process" can have significant impact on the form of intended use and dependent measures of performance (c.f. Bendoly and Jacobs, 2004;Van Stijn and Wensley, 2001).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Understanding behavioral sources of process variation following enterprise system deployment

Bendoly

Cotteleer

2007

J of Ops Management

100

View full text Add to dashboard Cite

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Understanding behavioral sources of process variation following enterprise system deployment

Bendoly

Cotteleer

2007

J of Ops Management

100

View full text Add to dashboard Cite

show abstract

“…For instance, for the introduction of AMT, s o m e r e p o r t s h i g h l i g h t t h a t n e a r l y 5 0 -7 5 % o f implementations have failed in terms of quality, flexibility, and reliability [6], but the problems do not appear to lie with the machinery or the technologies itself but with the inattention to human related issues [7][8][9][10]. Also, numerous studies have suggested that the introduction of new advanced technologies and practices impose significant organisational challenges and require a fundamental transition in the way business is conducted which in turn is affecting the human element [11][12][13]. Similar observations were made for the implementation of CM.…”

Section: Human Factors For the Implementation Of Manufacturing Technomentioning

confidence: 99%

“…Evidence from the literature [17] highlights that a flexible-oriented strategy (i.e. empowering operators to make decisions) is preferable when complex automated systems are implemented [34,35]. Operator empowerment will aid operators to gain ownership of the system and understand its operation, rather than passively monitor and call for an expert when the system deviates from normal operations.…”

Section: Significant Input From Production Personnelmentioning

confidence: 99%

The development of a Human Factors Readiness Level tool for implementing industrial human-robot collaboration

Charalambous

Fletcher

Webb

2017

Int J Adv Manuf Technol

View full text Add to dashboard Cite

The concept of industrial human-robot collaboration (HRC) is becoming increasingly attractive as a means for enhancing manufacturing productivity and product. However, due to traditional preventive health and safety standards, there have been few operational examples of true HRC, so it has not been possible to explore the organisational human factors that need to be considered by manufacturing organisations to realise the benefits of industrial HRC until recently. Charalambous, Fletcher and Webb (2015) made the first attempt to identify the key organisational human factors for the successful implementation of industrial HRC through an industrial exploratory case study. This work enabled (i) development of a theoretical framework of key organisational human factors relevant to industrial HRC and (ii) identification of these factors as enablers or barriers. Although identifying the key organisational human factors (HF) was an important step, it presented a crucial question: when should practitioners involved in HRC design and implementation consider these factors? New industrial processes are typically designed and implemented using a maturity or readiness evaluation system, but these do not incorporate of or link to any formal considerations of HF. The aim of this paper is to expand on the previous findings and link the key human factors in the theoretical framework directly to a recognised industrial maturity readiness level system to develop a new Human Factors Readiness Level (HFRL) tool for system design practitioners to optimise successful implementation of industrial HRC.

show abstract

“…The study found a negative relationship between hierarchy culture characteristics and e-commerce adoption, with the authors recommending that SMEs who are willing to adopt e-commerce should consult policy makers and revise business communities related to e-commerce initiatives. Zammuto and O'Connor (1992) analyzed the relationship between organizational culture and advanced technology implementation using a survey methodology to gather data. It was suggested that organizations typified with flexibility are more successful and open to the implementation of high technology, and exhibit greater efficiency than organizations characterized by control and hierarchical culture.…”

Section: Hierarchy Culture and E-commercementioning

confidence: 99%

The Influence of Organizational Culture on E-Commerce Adoption

Al-Dmour

Nweiran²,

Al-Dmour³

2017

IJBM

View full text Add to dashboard Cite

This study aims to investigate the influence of different organizational cultures on e-commerce adoption in Jordanian commercial banks. The study is of value to banks by helping them to evaluate their readiness to adopt e-commerce through reviewing the type of leadership, risk appetite, innovation and e-commerce activities. As banks are designing and deploying a range of new e-commerce products, the importance of pursuing and conducting business online becomes relevant, as, if they fail to respond to the opportunities, banks could be consigned to a largely secondary role as e-commerce shifts over time. E-commerce is progressing by creating new streams of competition and compelling banks to make choices about services they offer, networks branch size and distribution, and the extent of their support for interbank payment network.The major findings of this study have indicated that there is a positive correlation between organizational culture and e-commerce adoption. More specifically, the study has revealed that the adhocracy system of organization and management is more prevalently implemented in e-commerce activities than other systems in Jordanian commercial banks. In contrast, hierarchy cultural commercial banks are not adopters of e-commerce activities, and the organizational culture differences explain these issues. A number of recommendations have appeared in light of findings; managers need to place greater focus and attention on their organization culture if they pursue innovation/imitation of strategies. Jordanian commercial banks are advised to focus on activities that enhance e-commerce adoption as to evaluate its status quo in terms of characteristics and the prevailing culture type. This is in order to successfully apply the adoption effectively and efficiently by filling the gap between the association of organization culture and e-commerce adoption.

show abstract

Gaining Advanced Manufacturing Technologies' Benefits: The Roles of Organization Design and Culture

Cited by 280 publications

References 36 publications

Understanding behavioral sources of process variation following enterprise system deployment

Understanding behavioral sources of process variation following enterprise system deployment

The development of a Human Factors Readiness Level tool for implementing industrial human-robot collaboration

The Influence of Organizational Culture on E-Commerce Adoption

Contact Info

Product

Resources

About