From Mass Production to Mass Customization: Hindrance Factors, Structural Inertia, and Transition Hazard

Research on mass customization has largely overlooked the issue of organizational change associated with the mass production‐to‐mass customization transition. To address this gap in the literature, we conduct a longitudinal case study of a manufacturing facility belonging to a division of a Fortune 1000 discrete manufacturing firm as it seeks to transition from mass production to mass customization. We empirically identify five factors hindering the mass production‐to‐mass customization transition within the research site and articulate five corresponding generalizations explaining how and why these hindrance factors relate to the mass production‐to‐mass customization transition hazard beyond the research site (i.e., how and why the five hindrance factors, in general, threaten the likelihood of a successful mass production‐to‐mass customization transition). We then theoretically validate the five hindrance factors and corresponding generalizations by mapping them onto the antecedents and tenets of structural inertia theory. We conclude with a brief discussion of the scientific and pragmatic significance of the findings and highlight opportunities for future research.