Strategic and organizational adaptation in CIM systems development

Hassard, John; Forrester, Paul

doi:10.1080/095119297131282

Cited by 6 publications

(5 citation statements)

References 8 publications

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“…Organisational and technical aspects of production are aligned. This concurs with Hassard and Forrester's conclusion that a detailed evaluation and re-orientation of the organisation's structures and process is required to achieve business goals through the combination of CIM and realigned organisational structures (Hassard and Forrester, 1997).…”

Section: Empowerment In Computer Integrated Manufacturingsupporting

confidence: 86%

“…These identify the system or subsystems' reasons for existence. This focus on prime activities is likely to diminish the functional isolationism encountered in many organisations (Hassard and Forrester, 1997). • The VSM's mechanisms provide a framework for further investigation into optimising the effectiveness of empowerment in organisations.…”

Section: Organisational Effects Of Empowermentmentioning

confidence: 99%

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Theoretical considerations of employee empowerment within computer integrated manufacturing production

McEwan

Sáckett

1997

Empowerment in Organizations

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Global business pressures have forced manufacturers to restructure design and production processes, adopting radically different management practices to gain competitive advantage. Employee empowerment continues to receive attention as a means of effectively appropriating and deploying human skills and knowledge. Employees are seen as critical components of the innovation‐led model of manufacturing which is evolving in response to unstable markets. This paper explores the concept of empowerment and conditions for its effective realisation in Computer Integrated Manufacturing production. Existing theory which underpins the authors’ view of empowerment is considered as a framework to facilitate further investigation of empowerment in Computer Integrated Manufacturing.

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Section: Empowerment In Computer Integrated Manufacturingsupporting

confidence: 86%

Section: Organisational Effects Of Empowermentmentioning

confidence: 99%

Theoretical considerations of employee empowerment within computer integrated manufacturing production

McEwan

Sáckett

1997

Empowerment in Organizations

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“…The ndings stated the most important issues (in rank order were) as a lack of understanding and knowledge of CIM, lack of management support and commitment, resistance to change, cost justi cation, control, job security, retraining and education, and organizational restructuring. These ndings may be compared to more recent research by Hassard and Forrester (1997) who identied four critical recommendations for CIM implementation: (1) identify the role of CIM in the context of business objectives, (2) derive appropriate measures of performance for the project, (3) exercise effective project management throughout development and (4) evaluate system operation in an appropriate manner. This research, now reinforced by more recent case studies on critical success factors for ERP implementation (Holland et al, 1999a) spanning over a decade, identies the key issues for integration as being the appraisal of organizational structures and process in order to eliminate departmental barriers whilst engaging senior management in both the design and implementation process, not-withstanding an emphasis on learning from post-implementation review.…”

Section: Discussionmentioning

confidence: 99%

Interpreting integration with respect to information systems in organizations – image, theory and reality

Waring

Wainwright

2000

J Inf Technol

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The integration of information systems (IS) is a phrase which is commonly used in both research and practice within the IS eld and across many organizational contexts. This paper uses a historical review to explore how the image of integrated IS has been constructed, evolved over three decades and how this has resulted in the widespread acceptance of idealized goals and bene ts. A literature search for an underlying theoretical basis for the concept of systems integration is made, highlighting a diversity of opinion. Two case studies are used to examine the meaning of integration relative to the images and ideals, theory and reality. The study concludes that there is an urgent need for better conceptual and theoretical models of integration to enable more effective discourse of the concept. These models must also encompass and include more diverse non-technical factors for the adoption of more complex forms of IS.

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“…Recent research on intelligent agents and multiagent systems builds on developments in several areas of computer science, including: artificial intelligence (especially agent architectures, machine learning, planning, distributed problem solving), information retrieval, database and knowledge-based systems, and distributed computing and problem solving. Distributed control systems: Gong and Hsieh (1997) Lopez et al (1997) Kempf et al (2000 Esfarjani and Nof (1998) Collaborative problem-solving: Hassard and Forrester (1997) Lara et al (2000 Lara and Nof (2003) e-Work Distributed Decision Support…”

Section: A2 Agentsmentioning

confidence: 99%

Design of effective e-Work: review of models, tools, and emerging challenges

Nof

2003

Production Planning & Control

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The foundations and scope of e-Work are described, and investigations of fundamental design principles for e-Work effectiveness reviewed. The premise is that without effective e-Work, the potential of emerging and promising electronic work activities, such as virtual manufacturing, telerobotic medicine, automated construction, intelligent transportation, and e-business, cannot be fully materialized. A typical and recent example of the inability to fulfill the potential of e-Work is the frustration of workers over supply chains/ networks with complex ERP and other information systems, originally designed to simplify and improve their performance. Challenges and emerging e-Work solutions are described, and recent discoveries are clustered in four areas, e-Work; Integration, Coordination and Collaboration; Distributed Decision Support; and Active Middleware, with annotated references. PRISM Center developments of e-Work design principles, models and tools are described, including: Cooperation Requirement Planning; the principle of parallelism; the principle of conflict resolution; new measures of viability and scalability; and the Teamwork Integration Evaluator (TIE), which applies the analogy of distributed computing.

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Strategic and organizational adaptation in CIM systems development

Cited by 6 publications

References 8 publications

Theoretical considerations of employee empowerment within computer integrated manufacturing production

Theoretical considerations of employee empowerment within computer integrated manufacturing production

Interpreting integration with respect to information systems in organizations – image, theory and reality

Design of effective e-Work: review of models, tools, and emerging challenges

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