The impact of information technology use on plant structure, practices, and performance / Gregory R. Heim in Journal of operations management, Vol. 28 N° 2 (Mars 2010)  

Public ISBD [article]  inJournal of operations management > Vol. 28 N° 2 (Mars 2010) . - pp. 144–162 Titre : The impact of information technology use on plant structure, practices, and performance : An exploratory study Type de document : texte imprimé Auteurs : Gregory R. Heim, Auteur ; David Xiaosong Peng, Auteur Année de publication : 2011 Article en page(s) : pp. 144–162 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Manufacturing Process control Information technology Regression Résumé : Firms have been investing millions of dollars on information technology (IT) in their manufacturing plants. However, the research literature is unclear about the extent and scope of the impact of IT use on plant operations. This study examines the impact of IT use on the structure, practices, and performance of manufacturing plants. Drawing on information systems and operations management literature, the study differentiates between plant IT use (i) at the process level, (ii) due to internal process integration, and (iii) due to customer and supplier collaboration, labeled as process intelligence, integration intelligence, and collaboration intelligence, respectively. The study also accounts for intelligence gathering due to statistical process control (SPC) practices. The proposed impacts of IT use are examined using data from a study sample of manufacturing plants from electronics, machinery and transportation component industries. Overall, the evidence suggests that SPC has a broader and more significant impact on many aspects of plant operations than the individual dimensions of IT use. However, the three dimensions of IT use do exhibit distinct effects on plant structure, practices, and performance. Process intelligence tends to be associated with plant size and productivity, while integration intelligence and collaboration intelligence tend to be associated with work practices related to increased organizational decentralization and a flexible technology focus. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S027269630900062X [article] The impact of information technology use on plant structure, practices, and performance : An exploratory study [texte imprimé] / Gregory R. Heim, Auteur ; David Xiaosong Peng, Auteur . - 2011 . - pp. 144–162. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 2 (Mars 2010) . - pp. 144–162 Mots-clés : Manufacturing Process control Information technology Regression Résumé : Firms have been investing millions of dollars on information technology (IT) in their manufacturing plants. However, the research literature is unclear about the extent and scope of the impact of IT use on plant operations. This study examines the impact of IT use on the structure, practices, and performance of manufacturing plants. Drawing on information systems and operations management literature, the study differentiates between plant IT use (i) at the process level, (ii) due to internal process integration, and (iii) due to customer and supplier collaboration, labeled as process intelligence, integration intelligence, and collaboration intelligence, respectively. The study also accounts for intelligence gathering due to statistical process control (SPC) practices. The proposed impacts of IT use are examined using data from a study sample of manufacturing plants from electronics, machinery and transportation component industries. Overall, the evidence suggests that SPC has a broader and more significant impact on many aspects of plant operations than the individual dimensions of IT use. However, the three dimensions of IT use do exhibit distinct effects on plant structure, practices, and performance. Process intelligence tends to be associated with plant size and productivity, while integration intelligence and collaboration intelligence tend to be associated with work practices related to increased organizational decentralization and a flexible technology focus. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S027269630900062X

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