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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Focuses on computer‐integrated manufacturing′s macro aspects and its strategic implications. Defines CIM at the macro and micro level and the various factors that strongly call for the implementation of CIM. After going into the advantages, concludes with implications for the future.

In recent times data processing systems have become increasingly powerful and rapid advances have been made in machining and processing technologies. Growth in materials requirements planning (MRP) and computer‐aided design (CAD) has developed in parallel but independent of the advanced manufacturing technology stream. If organisations are to reduce their reaction time to customers’ orders and to provide a truly flexible service these two main streams must be brought together. This is likely to occur through computer‐integrated manufacturing (CIM). An analysis of the various definitions of CIM is given and implies that there is no single “right” definition which can be applied to any organisation. However there are certain principles which apply to definitions of CIM and an attempt is made to highlight these principles. CIM is not limited to the manufacturing function. It must be an overall concept that takes account of every aspect of the business, tying all aspects and organisational functions together into an integrated system, where all necessary data can be accessed easily by those who need them. CIM does not necessarily mean total computerisation but computers and software will play a major part.

The favourable prospects of computer integrated manufacturing (CIM) are widely recognised. Based on a case study and relevant literature some of the risks associated with CIM are outlined. It is argued that the technological orientation of the CIM vision unwarrantably underestimates organisational and social problems of implementing and applying computerised manufacturing systems. Specifically, it is shown how disregard of uncertainty and of applicants′ divergent motivations may lead to serious friction. The attempt to realise the CIM vision may trigger a social dynamic which impedes the realisation of potential results. Finally, several implications of the research are described.

The requirements for two smaller companies in integrated manufacturing are addressed, in particular, the area of manufacturing control. The functional areas pertaining to manufacturing control in both companies are reviewed. On the basis of these reviews and management objectives, their requirements are specified. Recommendations are then made in respect of both companies on how to meet these requirements having regard to the nature of the manufacturing control systems available.

Editorial This special issue of Industrial Management & Data Systems is a huge departure from our usual journal/ monograph style. This is an additional issue to the year's volume — a bonus in fact.

This article examines the impact of introducing computer technology in just‐in‐time (JIT) systems. Literature review has generally supported the notion that introducing computers within JIT production systems may enhance productivity. Also, the productivity of a computer integrated manufacturing (CIM) system may be enhanced by integrating it with the just‐in‐time (JIT) production system. This integrated production system is called the computer integrated just‐in‐time (CIJIT) production system. This empirical study provides strong evidence that integration of CIM and JIT can significantly improve a firm′s productivity and competitiveness.

This article presents the results of a survey of the manufacturing activities of 60 engineering companies located in the North East of England. The survey was carried out in order to identify the extent to which companies in the region are currently using or planning to invest in Computer Integrated Manufacturing technology. Particular emphasis is placed on the usage of computer‐based decision support tools within the production management function. Usage of JIT production management techniques is also considered. Previous investigations have suggested that commercially available decision support tools have some serious limitations which may prevent their widespread use within manufacturing organisations. The survey sought to investigate the nature of these problems and to identify the requirements for more sophisticated decision support tools based on expert system and simulation modelling techniques.

The transformation of US manufacturing, led by computer‐integrated manufacturing (CIM) systems, has already begun to take root. This article examines the potential benefits to firms which understand and can exploit CIM technology to its fullest extent. Because CIM simultaneously provides high product variety with low costs, conventional assumptions about competitive strategy and organisation design need reevaluation. As companies must work with increasingly scarce capital, human resources and time, CIM becomes an attractive option not only for highly capital‐intensive industries such as automobiles, but also for fast‐changing areas such as textiles, fashion design, and consumer appliances. CIM combines the benefits of economies of scope with the scale economies traditionally garnered only with large, rigid and dedicated factories. Success with CIM and other new manufacturing technologies depends on new organisational designs and incentives that foster fast innovation and cross‐functional integration. CIM′s promising role in transforming the manufacturing firm into a service business across many different industries will spur many US firms′ efforts to enter a global marketplace.

The purpose of this research is to develop an integrated model for composite rotor blade manufacturing cost estimates at the conceptual design stage. The integrated model seeks to provide a rapid and dynamic feedback based on evaluating the manufacturing cost estimate for a new product design at the conceptual design stage. This paper describes the automated estimating process for design to manufacturing cost of composite rotor blade.

An integrated approach is implemented for evaluating the manufacturing cost estimates. The paper develops each module of the computer‐aided parametric model generation, time estimation models for composite manufacturing processes and decision support system. Finally, process flow data integration is done for all the modules. An example for a complicated geometric rotor blade is shown in this research paper. The results are compared in different design parameters and discussed.

The data integration for this approach was built by using ModelCenter^® software. It is easier and more robust to apply than the other proposed methods. The selection of design, material and manufacturing parameters is achieved by integrated model within a short period of time.

This paper provides an integrated concurrent approach for manufacturing cost evaluation of composite rotor blade. Manufacturing factors could be considered at the early stage of product development phase.

This paper suggests an effective and efficient way of evaluating the manufacturing cost at the conceptual stage of the design process. The concurrent engineering and integrated product process development approaches were addressed.