Abstract
The research reported here examined the conditions under which computer-integrated manufacturing (CIM's) machine-related benefits can be effectively exploited in competition. Using the integration theme that many have implicitly proposed to analyze CIM implementation, this research sought to test whether a CIM user with a higher level of tool integration enjoyed a higher competitive performance when there was a corresponding degree of organizational integration. Data from 110 CIM users belonging to the automotive, aerospace, medical instruments, and consumer appliance businesses provide strong support to this extended integration hypothesis. Data indicate that integration in operational jobs, competitive criteria, and relationship with customers/ suppliers significantly moderate CIM's impact on competitive performance. Task integration, commonly recommended in this context, has only main effects. It is necessary, but not sufficient, to transform CIM benefits into competitive benefits. We discuss our findings and their implications to technology management theory and practice.
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