scholarly journals Industry 4.0. Transformation Challenge in Light of Dynamic Capabilities

2020 ◽  
pp. 169-189
Author(s):  
Kalevi Kyläheiko ◽  
Päivi Maijanen
Keyword(s):  
Industry 4.0 ◽  
Dynamic Capabilities

Dynamic capabilities in Italian leading SMEs adopting industry 4.0

2019 ◽  
Vol 23 (4) ◽  
pp. 472-483 ◽  
Author(s):  
Salvatore Garbellano ◽  
Maria do Rosário Da Veiga
Keyword(s):  
Industry 4.0 ◽  
Dynamic Capabilities ◽  
Collective Intelligence ◽  
Secondary Data ◽  
Primary Data ◽  
Medium Size ◽  
The European Union ◽  
Content Type ◽  
Executive Team ◽  
Inclusive Approach

Purpose This paper aims to focus on how Industry 4.0 technology transfer has been implemented by leading Italian innovative small, and medium-size companies (SMEs). Design/methodology/approach This exploratory-descriptive study uses qualitative methods for collecting primary data (interviews and ethnographic observation) and secondary data (surveys, press news and websites). Findings The paper contributes to the understanding of what building dynamic capabilities (DC) is, and to clarify pivotal roles, functions and dynamics of the entrepreneur and the executive team. Research limitations/implications The results that emerged from the present research unveil a great potential for further development. The study can be confirmed and/or extended by replicating it within other economic contexts such as the European Union allowing then comparative studies amongst regions and countries. Practical implications In Italian leading SMEs an “augmented management” emerged. The study shows that digital technologies are enriching not only “what” and “how” management performs its duties but also its role: “orchestration” – a key term in DC theory – has been enhanced by new meanings. Social implications The study points out the relevance of an inclusive approach to Industry 4.0 to leverage the collective intelligence of the company. Originality/value Implementing Industry 4.0 has required a renewal of the leadership executive team: new young executives coming from other companies and sons/daughters of the entrepreneurs have provided methodologies and commitment to foster the digital transformation.

Role of Non-Traditional Machining Equipment in Industry 4.0

2021 ◽  
pp. 203-214
Author(s):  
Tarun Kanti Jana
Keyword(s):  
Cognitive Abilities ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Dynamic Capabilities ◽  
Low Cost ◽  
Human Beings ◽  
Agent Based ◽  
Multi Agent ◽  
Conventional Machining

The manufacturing industry is undergoing drastic changes owing to a steep rise in business competition and growing complexities in other business perspectives. The highly turbulent market is characterized by ever-increasing mass customization, wide volume-mix, shorter lead time, and low cost, which along with varieties of internal disturbances have complicated the business stability. The multi-agent-based systems comprising of fundamental entities called agents and characterized by autonomy, cooperation, and self-organizing abilities have already made remarkable breakthrough to deal with the challenges through increased robustness, scalability, and enhanced adaptability through their dynamic capabilities. The decision-making ability of the agents can be augmented if equipped with cognitive abilities like that of human beings. The chapter discusses cyber-physical production system (CPPS) to realize cognitive manufacturing in non-conventional machining environments.

Resource-Based Logistics (RBL) and Competitive Advantage

2020 ◽  
pp. 181-194
Author(s):  
Noorliza Karia ◽  
H.M. Emrul Kays
Keyword(s):  
Competitive Advantage ◽  
Fast Moving ◽  
Industry 4.0 ◽  
Dynamic Capabilities ◽  
Industrial Revolution ◽  
Competitive Advantages ◽  
Logistics Industry ◽  
Logistics Service ◽  
Fourth Industrial Revolution ◽  
Knowledge Based

Logistics service is more complex and knowledge-based in the fourth industrial revolution era. Given this significance, this chapter emphasizes the logistics industry and its specific dynamic capabilities, and measures generating the Industry 4.0 by extending the resource-based logistics (RBL) of Noorliza (2011). The chapter has three parts: Logistics in the fourth industrial revolution, RBL theory, and its impacts and Logistics 4.0 models in the fast-moving environment. This explains how logisticians or logistics firms obtain competitive advantages in the fourth industrial revolution era.

scholarly journals Integrative Digital Transformation and Organizational Competitiveness(OC): Proposal for a Transition Strategy to the Aeronautics Industry 4.0 (TSAI) based on a Knowledge Management(KM) approach in a Moroccan ecosystem environment

2021 ◽  
Vol 319 ◽  
pp. 01021
Author(s):  
Ettaibi Mohamed ◽  
Mokhtari Bouchaib
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Industry 4.0 ◽  
Dynamic Capabilities ◽  
Aerospace Industry ◽  
Digital Transformation ◽  
Strategic Knowledge ◽  
Digital Resources ◽  
Transition Strategy ◽  
Aeronautical Industry

The objective of our paper is to transpose the Industrial Acceleration Plan 2.0 on the aeronautical industry in Morocco (IAM) by proposing a transition strategy to the aeronautical industry 4.0 (STIA 4.0). The latter will be based on the establishment of a transverse ecosystem (TSE) of knowledge management (KM) that will feed the innovation by strategic knowledge. The objective is to innovate through the exploitation of Big Data to implement the transverse ecosystem digital and renewable energy. This is justified by the fact that the digitization and decarbonization of industries have become the main vectors of competitiveness of companies in the aerospace industry 4.0. The choice of the latter, to conduct our study, is justified by the fact that it is a sector that requires digital resources to cope with its sophistication. Despite its complexity, it can be developed by own resources in the Moroccan context. That is why we have proposed this integrative strategy that integrates, in addition to digitalization, other resources (Barney, 1991) based on dynamic capabilities (Teece and all, 1997) and that takes into account the context and contextualization (Doha S. and Louitri A., 2020).

Dynamic capabilities and institutional theories for Industry 4.0 and digital supply chain

2020 ◽  
Vol 21 (3) ◽  
pp. 139-157 ◽  
Author(s):  
Shivam Gupta ◽  
Sachin Modgil ◽  
Angappa Gunasekaran ◽  
Surajit Bag
Keyword(s):  
Supply Chain ◽  
Industry 4.0 ◽  
Dynamic Capabilities

Sustainability of SMEs and Health Sector in a Dynamic Capabilities Perspective

2020 ◽  
pp. 43-64 ◽  
Author(s):  
Bülent Akkaya ◽  
Sema Üstgörül
Keyword(s):  
National Economy ◽  
Industry 4.0 ◽  
Dynamic Capabilities ◽  
Health Sector ◽  
Control Mechanisms ◽  
Environmentally Sustainable ◽  
The Relationship ◽  
Dynamic Capabilities Perspective

In Industry 4.0, enterprises have economic, social, and environmentally sustainable policies, and the implementation of these policies may lead to raising the national economy and society welfare. It can be achieved by firms' dynamic capabilities. Therefore, structuring of the activities of enterprises, especially SMEs and health sector organizations within the framework of sustainability and establishing standards by establishing control mechanisms, plays an important role in the development of the country. One of the most important responsibilities of managers in these sectors in implementing sustainable policies is to utilize the dynamic capabilities of the organization. In this context, it is necessary to have knowledge about what dynamic capabilities are and their relationship with sustainability. This study discusses the relationship between dynamic capabilities and sustainability of SMEs and the firms in health sector.

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