Case studies of computer integrated manufacturing systems: A view of uncertainty and innovation processes

The adoption and implementation of new manufacturing processes are conceptualized in terms of coping with uncertainty. Manufacturing management opts for new equipment in order to reduce certain long run, nagging uncertainties, but at the expense of introducing considerable short run uncertainty associated with the innovation. Various coping strategies must be employed to deal with the situation. Our ideas are explored and developed by comparing how four firms in different countries adopted and implemented computer integrated manufacturing systems (CIM). Qualitative interviews with managers at different hierarchical levels and in different functions brought answers to the following questions: 1) What were the reasons for adopting a CIM? 2) What strategies were employed in order to facilitate the introduction of CIM's into the Firm? 3) What were the significant implementation problems that were encountered? In spite of cultural and other differences among the firms, coping with uncertainty explains significant aspects of their innovation processes.