Key action strategies for introducing smart manufacturing to small manufacturing industries

Jui-Chieh Chang, Liang-Chien Lee and Ren-Fang Chao
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Jui-Chieh Chang: Postgraduate Programs in Management, I-Shou University, No. 1, Sec. 1, Syuecheng Rd., Kaohsiung City, 84001, Taiwan, R.O.C.
Liang-Chien Lee: Department of Finance, I-Shou University, No. 1, Sec. 1, Syuecheng Rd., Kaohsiung City, 84001, Taiwan, R.O.C.
Ren-Fang Chao: Department of Sports Technology and Leisure Management, I-Shou University, Kaohsiung City, 84001, Taiwan, R.O.C.

International Journal of Business Ecosystem & Strategy (2687-2293), 2024, vol. 6, issue 1, 01-13

Abstract: The global business environment is undergoing significant changes due to the impact of COVID-19 and shifts in workforce demographics, making organizational change an inevitable trend. In this context, the smooth adoption of smart manufacturing in the manufacturing industry is crucial for enhancing organizational value. Through a literature review, this study consolidated key factors related to organizational innovation and the implementation of smart manufacturing. The analytic hierarchy process (AHP) was employed to identify the prioritized sequence of key strategic actions for innovative operations. The results indicated that among 27 assessment indicators, motivation is the most crucial factor for organizational innovation/change. Subsequently, organizations must also prioritize strategic human resource deployment to accelerate the development of long-term organizational goals. This study further examined solutions to ensure both talent and organizational growth during the transformation of innovation strategies.

Keywords: Smart Manufacturing; Organizational Change; Innovation Strategy; Strategic Human Resources; Motivation (search for similar items in EconPapers)
Date: 2024
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