Implications of organization and human behaviour on the implementation of CIM in SMEs: an empirical analysis

Computer integrated manufacturing ( CIM) requires cross-functional co-opera tion, and involvement of employees in product and process development. A su ccessful CIM initiative in small and medium enterprises (SMEs) must have to p management involvement and commitment and a CIM compatible organizational infrastructure which includes requisite skills, appropriate training and e ducation, and adequate incentives and rewards. Top management must commit t he resources necessary to acquire needed technology and bring about any nec essary changes in the organizational infrastructure. Top management must li kewise be willing to accept the long-term consequences of their decisions. SMEs play an increasingly important role in the competitiveness of many ind ustries in the areas of product and process innovation, flexibility, and in the development of innovative management methods, organizational conventio ns, and human resource practices. One of the ways that SMEs can achieve a c ompetitive advantage in manufacturing is through the implementation of CIM. To promote a better understanding of organizational issues pertaining to t he implementation of CIM in SMEs, a framework is proposed for use in examin ing and explaining the organizational ramifications of CIM. A literature re view and an empirical study provide the foundation for the proposed framewo rk.