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• W34132080 abstract "ABSTRACT: LA NOUVELLE TECHNOLOGIE ET LES PETITS FABRICANTS: PANACEE OU FLEAU? Cette etude porte sur l'utilisation de technologies industrielles avancees, par vingt petites entreprises representant trois industries. L'accent est place surtout sur les conditions dans lesquelles les technologies industrielles offrent un avantage competitif conduisant a de meilleurs rresultats financiers. Les firmes etudiees qu'elles appartiennent aux categories de faible et de fort rendement, utilisent les technologies industrielles de facon extensive ournon. Many manufacturers, especially those in mature industries, view new technology as a panacea for a variety of business ills. Managers of small and large firms alike see it as a means to revitalize company, cut costs, increase productivity, and resolve personnel, quality, and production problems-in short, they see new technology as means to becoming more competitive. Are these managers right? Or are they falling for a popular myth? The present study of twenty small manufacturers indicates that relationship between new technology and ability to compete is not as simple or direct as man managers believe. Both high- and low-performing firms were-examined, including both those that used advanced manufacturing technologies (AMTs) and those that did not. In all cases, particular attention was paid to conditions under which manufacturing technologies offer competitve advantages that lead to improved financial performance. It was found that while AMT offers many compelling advantages, it can also involve firms in unforeseen and potentially debilitating problems. The implications of these findings are particularly important for small companies because high costs of new technology may in effect cause these firms to wager their on success of a single technology choice. BACKGROUND In recent years, call for strategic attention to manufacturing technologies has been growing louder. Wickham Skinner calls operations technology the blind spot in strategic management.' Dowdy and Nickolchev say that industries can de-mature by using new production technologies to change basis of competition. Jelinek and Goldhar point outthat new computer-controlled process technologies offer competitive advantages in flexibility and economies of scope which permit a greater variety of more custom-tailored products. Meredith argues that although AMTs have been popularized as expensive factories of future for large companies, small firms can benefit strategically from their use. The new process technologies offer fast customer response, quick production, more customization, and greater variety, which are traditional competitive advantages smaller firms have over their larger competitors. Thus, if smaller manufacturers ignore new technologies they may be surrendering their major competitive advantages to larger firms. The adoption of AMT is not without problems, however. First, initial price tag is much higher than that of conventional technologies. Second, it often takes time to resolve technical problems, and AMT demands more training to use technology effectively. Third, these new technologies require workers to be more technically literate: analytical skills replace motor skills in importance. All of these problems can pose significant barriers for small manufacturers. While pros and cons of AMTs have received a fair amount of attention, empirical studies evaluating their impact are in short supply, especially studies concerning uses of AMT by small firms. Two studies that do focus on small manufacturers are those by Liveratore and Titus and Dodgson. Liberatore and Titus found that while only half of 169 small Pennsylvania machine shops responding to their survey operated any AMT equipment, approximately three-fourths recognized need and planned to adopt AMT. …" @default.
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• W34132080 date "1989-07-01" @default.
• W34132080 modified "2023-09-23" @default.
• W34132080 title "New Technology and the Small Manufacturer: Panacea or Plague?" @default.
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