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Integrated manufacturing, empowerment, and company performance

Research output: Contribution to Journal/MagazineJournal articlepeer-review

<mark>Journal publication date</mark>2004
<mark>Journal</mark>Journal of Organizational Behavior
Issue number5
Number of pages25
Pages (from-to)641-665
Publication StatusPublished
<mark>Original language</mark>English


There is controversy over whether integrated manufacturing (IM), comprising advanced manufacturing technology, just-in-time inventory control and total quality management, empowers or deskills shop floor work. Moreover, both IM and empowerment are promoted on the assumption that they enhance competitiveness. We examine these issues in a study of 80 manufacturing companies. The extent of use of IM was positively associated with empowerment (i.e., job enrichment and employee skill enhancement), but, with the minor exception of AMT, bore little relationship with subsequent company performance. In contrast, the extent of empowerment within companies predicted the subsequent level of company performance controlling for prior performance, with the effect on productivity mediating that on profit.