"Turf wars" between corporate Management Information Systems (MIS) and corporate manufacturing threaten the success of computer integrated manufacturing (CIM). Cooperation between MIS and manufacturing is essential in the planning, design and implementation of cross-functional information systems, and it is information systems that are the biggest source of CIM failure. This paper takes the position that both MIS and manufacturing have been slow to recognize their contrasting corporate cultures and to deal with resolving the conflict between the two groups. In order to better understand the conflict between MIS and manufacturing, the authors identify the technical and organizational differences. From this, seven "points of conflict" are identified that are the focal point of the "turf wars." A framework for resolving the MIS/manufacturing conflict, based on prior research in organizational diversity, is presented. An empirical research agenda is proposed that will test the framework for applicability, completeness and accuracy. In conclusion, the authors recommend collaborative research between the MIS and manufacturing communities to study the technical and organizational issues related to CIM.
Gowan, Jack Arthur Jr. and Mathieu, Richard G., "EMBRACING DI[VERSHTY: A FRAMEWORK FOR RESOLVING CONFLICT BETWEEN MIS AND MANUFACTURING" (1993). ICIS 1993 Proceedings. 51.