Operations management and advanced manufacturing technologies in SMEs: A contingency approach

Abstract

Purpose

Increased requirements for competitiveness, innovation, quality, flexibility and information processing capability has led a number of small and medium‐sized enterprises (SMEs) to implement advanced manufacturing technologies (AMT). Seeks to explore this.

Design/methodology/approach

Using a contingency theory perspective, a survey study of 118 Canadian manufacturers was made to determine the performance outcomes of the “fit” or alignment between the critical success factors (CSFs) of operations management in SMEs and their level of proficiency in the use of AMT.

Findings

It was found that while increased CSF and AMT assimilation levels directly impact operational performance in terms of increased productivity, cost reductions, flexibility, quality, and integration, a mismatch between the two significantly reduces performance. From an information processing view of the firm, it was also found that increased uncertainty in the SMEs' environment leads to increased CSF levels but not to increased assimilation of AMT.

Research limitations/implications

Common to survey studies, the nature of the sample and perceptual nature of certain measures impose care in generalizing the results of the study.

Originality/value

Provides information showing that enterprises must increase their ability to manage both manufacturing and information technologies.

Citation

Raymond, L. (2005), "Operations management and advanced manufacturing technologies in SMEs: A contingency approach", Journal of Manufacturing Technology Management, Vol. 16 No. 8, pp. 936-955. https://doi.org/10.1108/17410380510627898