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Organizational implications of CAM

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  • Gerwin, Donald

Abstract

The new competitive conditions of the 1980's have thrown American and European manufacturing into a turmoil. Computerized process technology can help ease the problems through increasing productivity, quality and flexibility. However, its benefits will not be realized unless manufacturing managers attend to the technology's strategic and organizational implications. Issues in specifying the connections between computerized processes and strategic objectives are discussed. A conceptual framework is proposed which identifies some of these connections. Determining the appropriate work organization and compatible systems and procedures are also discussed. Recommendations are made for dealing with these issues.

Suggested Citation

  • Gerwin, Donald, 1985. "Organizational implications of CAM," Omega, Elsevier, vol. 13(5), pages 443-451.
    • Handle: RePEc:eee:jomega:v:13:y:1985:i:5:p:443-451
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    Cited by:

    1. Gillenwater, E. L. & Conlon, S. & Hwang, C., 1995. "Distributed manufacturing support systems: the integration of distributed group support systems with manufacturing support systems," Omega, Elsevier, vol. 23(6), pages 653-665, December.

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