Impact of advanced manufacturing technology on organizational structure

Advanced manufacturing technology adoption and innovation: A systematic literature review on barriers, enablers, and innovation types

“…Our final synthesis provides a dynamic view of barriers and enablers, distinguishing them between multiphase and stage-specific categories, and reporting the higher or lower relevance by stage. This is particularly evident for capability enablers such as AMT project management: planning and communicating AMT objectives, may reduce barriers linked to installation (Ghani et al, 2002;Rahman et al, 2009). We also conclude that this dynamic view is critical to uncover potential sub-stages of the adoption process into more clearly defined timelines (Chen and Small, 1994).…”

“…process optimisation practices) as a stage-specific enabler. We found lack of significant evidence of operational and workflow improvements occurring before installation (Efstathiades, 2000), whilst all major actions took place between installation and postinstallation changes (Efstathiades et al, 2002;Ghani et al, 2002;Machuca et al, 2004;Szalavetz et al, 2019). Thus, this enabler was primarily significant during postinstallation, where mutual adaptation of the organisation and technology occurs, and it was of little importance within set-up and installation (Efstathiades et al, 2000).…”

“…Planning the change is a key capability to achieve higher productivity, reduce performance gaps after implementation, and to control threats from employee resistance (Ghani et al, 2002). To do so, studies have highlighted the need of AMT champions and management support to drive the change (Agostini and Nosella, 2019;Challis et al, 2005;Schniederjans, 2017) and engaging in conversations with employees, suppliers, for both the formulation of AMT strategy and to create a business case (Burcher et al, 1999;Ghobakhloo, 2019;Harrington et al, 2017;Lewis and Boyer, 2002;Sjödin et al, 2018;Tracey et al,1999;Wagner and Walton, 2016).…”

The Impact of EA-Driven Dynamic Capabilities, Innovativeness, and Structure on Organizational Benefits: A Variance and fsQCA Perspective

“…The firm's organizational (formal vs. informal) structure can profoundly impact employees' daily roles and responsibilities within an organization. The organizational structure can be considered the formal allocation of professional roles and administrative mechanisms to control and integrate work activities [100]. Understanding the impact of the organizational structure on benefit realization can be a tedious task.…”

The Role of Advanced Manufacturing Technologies in Production Process Performance: A Causal Model

“…Implementing AMT in the current globalized environment is one of the biggest challenges that companies are facing, since changes are required to be reflected in the organizational structure and work [15], which means an alteration in the status quo, a threat to people's interests in their jobs, and in the established way of doing certain tasks. Ordoobadi [16] makes two observations when analyzing the stages of the AMT adoption process, where the previous barriers have been reported, as well as the manufacturers' inability to recognize the potential benefits that are offered.…”