How does performance vary between early and late adopters of Industry 4.0? A qualitative viewpoint

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiju Antony ◽  
Michael Sony ◽  
Olivia McDermott ◽  
Sandy Furterer ◽  
Matthew Pepper
Keyword(s):  
Organizational Performance ◽  
Stock Price ◽  
Industry 4.0 ◽  
Business Models ◽  
Energy Savings ◽  
Quality Of Work Life ◽  
Snowball Sampling ◽  
Content Type ◽  
Early Adopters ◽  
Performance Effects

PurposeIndustry 4.0 is a new trend among organizations. Some organizations have been early adopters or later adopters of Industry 4.0. The purpose of this paper is to investigate how performance effects vary between early and late adopters of Industry 4.0.Design/methodology/approachThis study applies a qualitative research methodology using grounded theory. 14 senior management professionals who have implemented Industry 4.0 participated in this study through a theoretical and snowball sampling approach. These professionals were from manufacturing and service sectors, from North America, Europe and Asia. The study used semi structured open-ended interviews to capture the organizational performance on operational, financial, environmental and social dimensions.FindingsThe findings were analyzed in terms of four broad themes which emerged from the interviews. In operational performance the operational and implementation cost will be higher for early adopters. The late adopters may enjoy the advantage in terms of improved business models. In terms of financial performance, the early adopters may see a marginal increase in profit and increased stock price compared to late adopters. The performance on the environmental dimension will see early adopters enjoying material efficiency, energy savings and an improved image of the company compared to late adopters. In social performance, the early adopters will provide a better quality of work life, safer manufacturing environment. However, the resistance from labor unions will be higher for early adopters compared to late adopters.Practical implicationsOrganizations must decide the timing of implementation of Industry 4.0. This study will act as a guide wherein they can decide to be an early adopter or late adopter based on knowledge of the resulting performance consequences.Originality/valueThis is the first paper that studies the performance effects of early versus late adopters of Industry 4.0.

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanjana Mondal ◽  
Kaushik Samaddar
Keyword(s):  
Supply Chain ◽  
Organizational Performance ◽  
Industry 4.0 ◽  
Management Practices ◽  
Human Factor ◽  
Research Work ◽  
Data Driven ◽  
Theory Approach ◽  
Quality Performance ◽  
Content Type

PurposeThe paper aims to explore the various dimensions of human factor relevant for integrating data-driven supply chain quality management practices (DDSCQMPs) with organizational performance. Keeping the transition phase from “Industry 4.0” to “Industry 5.0” in mind, the paper reinforces the role of the human factor and critically discusses the issues and challenges in the present organizational setup.Design/methodology/approachFollowing the grounded theory approach, the study arranged in-depth interviews and focus group sessions with industry experts from various service-oriented firms in India. Dimensions of human factor identified from there were grouped together through a morphological analysis (MA), and interlinkages between them were explored through a cross-consistency matrix.FindingsThis research work identified 20 critical dimensions of human factor and have grouped them under five important categories, namely, cohesive force, motivating force, regulating force, supporting force and functional force that drive quality performance in the supply chain domain.Originality/valueIn line with the requirements of the present “Industry 4.0” and the forthcoming “Industry 5.0”, where the need to collaborate human factor with smart system gets priority, the paper made a novel attempt in presenting the critical human factors and categorizing them under important driving forces. The research also contributed in linking DDSCQMPs with organizational performance. The proposed framework can guide the future researchers in expanding the theoretical constructs through initiating further cross-cultural studies across industries.

Procurement 4.0: factors influencing the digitisation of procurement and supply chains

2018 ◽  
Vol 24 (4) ◽  
pp. 965-984 ◽  
Author(s):  
Florian Bienhaus ◽  
Abubaker Haddud
Keyword(s):  
Supply Chains ◽  
Industry 4.0 ◽  
Online Survey ◽  
Business Models ◽  
Industrial Revolution ◽  
Primary Data ◽  
Content Type ◽  
Procurement Process ◽  
Enabling Technologies ◽  
The Impact

Purpose While digitisation is a key driver of the fourth industrial revolution (Industry 4.0); organisations have different approaches to deal with this topic to get a clearer picture of the opportunities and challenges concerning the digital transformation. The purpose of this paper is to identify the impact of digitisation on procurement and its role within the area of supply chain management. The research will also explore potential barriers to digitising procurement and supply chains and ways to overcome them. Finally, the significance of potential enabling technologies to the digitisation will also be examined. Design/methodology/approach A quantitative approached utilising an online survey was used to collect the primary data for this study. Data were collected from 414 participants directly involved with procurement or related business functions and work for different organisations in different industries. The survey included eight items about the impact of digitisation on organisational performance in the area of procurement and supply chains; ten items related to key barriers to digitisation of organisations and ways to overcome them; and seven items about enabling technologies to leverage procurement procedures and processes digitisation. All of these items utilised the Likert five-point level of agreement scale. Findings The findings indicate that digitisation of procurement process can yield several benefits including: supporting daily business and administrative tasks, supporting complex decision-making processes, procurement will become more focussed on strategic decisions and activities, procurement will become a strategic interface to support organisational efficiency, effectiveness, and profitability, and supporting the creation of new business models, products, and services. The authors were also able to confirm that there are barriers to digitising procurement process and supply chains and such barriers found in existing procedures, processes, capacities, and capabilities. Finally, the significance of a number of enabling technologies to the digitisation process was revealed. Originality/value To the best of the authors’ knowledge, this is the first study of its kind with participants located world-wide. Industry 4.0 as a topic had been explored within different business areas and functions but very limited research specifically explored potential impact, barriers, and enabling technologies of procurement 4.0. The results can be beneficial for organisations already implemented Industry 4.0 or planning to do so. The study can also benefit academic scholars interested in the researched topic, business professionals, organisations within different sectors, and any other party interested in understanding more the concept of procurement 4.0.

Industry 4.0 and digital supply chain capabilities

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maciel M. Queiroz ◽  
Susana Carla Farias Pereira ◽  
Renato Telles ◽  
Marcio C. Machado
Keyword(s):  
Supply Chain ◽  
Industry 4.0 ◽  
Business Models ◽  
Future Research ◽  
Content Type ◽  
Integrative Framework ◽  
Starting Point ◽  
Narrative Literature ◽  
Practical Implications ◽  
Shed Light

Purpose The Industry 4.0 phenomenon is bringing unprecedented disruptions for all traditional business models and hastening the need for a redesign and digitisation of activities. In this context, the literature concerning the digital supply chain (DSC) and its capabilities are in the early stages. To bridge this gap, the purpose of this paper is to propose a framework for digital supply chain capabilities (DSCCs). Design/methodology/approach This paper uses a narrative literature approach, based on the main Industry 4.0 elements, supply chain and the emerging literature concerning DSC disruptions, to build an integrative framework to shed light on DSCCs. Findings The study identifies seven basic capabilities that shape the DSCC framework and six main enabler technologies, derived from 13 propositions. Research limitations/implications The proposed framework can bring valuable insights for future research development, although it has not been tested yet. Practical implications Managers, practitioners and all involved in the digitalisation phenomenon can utilise the framework as a starting point for other business digitalisation projects. Originality/value This study contributes to advancing the DSC literature, providing a well-articulated discussion and a framework regarding the capabilities, as well as 13 propositions that can generate valuable insights for other studies.

Industry 4.0 will arrive unevenly

2016 ◽  
Keyword(s):  
Industry 4.0 ◽  
Business Models ◽  
Capital Expenditure ◽  
Intelligent Manufacturing ◽  
Content Type ◽  
Production Distribution ◽  
New Business ◽  
Production Flexibility ◽  
Smart Factories ◽  
New Business Models

Subject Outlook for industry 4.0. Significance Dubbed variously 'Industry 4.0', 'intelligent manufacturing' or the 'internet of everything', cyber-physical systems that control the flow of materials, products and information are starting to transform industrial production and supply chains. They will eventually disrupt business models and challenge policymakers. Impacts Improved production flexibility and vertical integration with customers should facilitate bespoke manufacturing ('mass customisation'). Entire value chains will vertically integrate, embracing product design, procurement, production, distribution, sales and maintenance. Horizontal integration around smart factories will create new business models based on manufacturing as a service (MaaS). Pay-by-use and subscription-based MaaS could upend traditional models for financing capital expenditure on plant and equipment.

Supply chain integration and Industry 4.0: a systematic literature review

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saurabh Tiwari
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Conceptual Framework ◽  
Organizational Performance ◽  
Systematic Literature Review ◽  
Industry 4.0 ◽  
Building Blocks ◽  
Supply Chain Integration ◽  
Extensive Literature ◽  
Content Type

PurposeThe current industrial revolution is powered by data, which is also referred as Industry 4.0. The Industry 4.0 has attracted significant attention from academia and the industry professionals. The supply chain integration (SCI) has played a significant role in enhancing supply chain performance and organizational performance. This study explores the relationship between Industry 4.0 and SCI via an extensive literature review to understand the various levels of integration with the supply chain processes and to identify missing links, through a framework, and suggest further research directions.Design/methodology/approachIn this paper, we have used systematic literature review approach to identify the building blocks of the conceptual framework, which is the main contribution of the present study. We have used Scopus database to search literature using keywords.FindingsThe study offers some interesting insights that may help scholars to advance theoretical debates. Moreover, the study also provides interesting direction to the practitioners engaged in supply chain management in data-driven environment. In this study, we have proposed a conceptual framework for the adoption of Industry 4.0 and SCI.Research limitations/implicationsIn this study we have proposed a conceptual framework. However, the framework is yet to be empirically tested. Hence, we caution readers to evaluate the findings of the present study in context to its limitations. This is an attempt to develop a conceptual framework which may be tested using longitudinal data.Originality/valueThe present work helps in integrating two independent subjects', i.e. Industry 4.0 and SCI. The theoretical framework presented here integrates Industry 4.0 and SCI which can be useful to the practitioners and policymakers engaged in implementing Industry 4.0.

From sustainability constraints to innovation

2020 ◽  
Vol 11 (4) ◽  
pp. 695-715
Author(s):  
Goran Calic ◽  
Anton Shevchenko ◽  
Maryam Ghasemaghaei ◽  
Nick Bontis ◽  
Zeynep Ozmen Tokcan
Keyword(s):  
Organizational Performance ◽  
Business Models ◽  
Organizational Innovation ◽  
Idea Generation ◽  
Organizational Success ◽  
Content Type ◽  
Develop Theory ◽  
Strategic Leaders ◽  
Practical Implications

Purpose The purpose of this paper is to connect the literatures on sustainability, innovation and paradox to suggest that sustainability constraints – simultaneously addressing commercial and sustainability goals – will increase organizational innovation. Design/methodology/approach Drawing from the literatures on paradox, innovation and sustainability, the authors develop theory about how managers can deliberately enhance the generation and implementation of creative ideas within their organizations. Findings The authors build on the existing literature that suggests sustainability considerations should be strategically and deeply integrated elements of business activity by developing arguments about how such integration improves organizational performance. The authors argue sustainability considerations, by creating unique forms of constraints, improve organizational success by enhancing creative idea generation and implementation. Practical implications Even strategic leaders espousing to only maximize economic efficiency face the challenge of effectively managing sustainability constraints. The discrepancy between what they should do and the problems they face means strategic leaders often have fewer tools to manage and reflect on their own decision-making than is available in the management literature. This paper presents arguments from diverse research that describes potential decision processes and their outcomes. Social implications This paper highlights an important shift in how sustainability constraints are fundamental drivers of long-term organizational performance. Originality/value Extant literature treats the simultaneous attention to sustainability concerns and commercial success as difficult accomplishments of clever strategic leaders. Instead, the authors propose that simultaneous attention to sustainability and commercial imperatives is fundamental to long-term organizational success, because it is a powerful determinant of new products, services and business models.

Business model innovation in small- and medium-sized enterprises

2019 ◽  
Vol 30 (8) ◽  
pp. 1127-1142 ◽  
Author(s):  
Julian Marius Müller
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Business Models ◽  
Customer Relationships ◽  
General Level ◽  
German Industry ◽  
Exploratory Research ◽  
Content Type ◽  
Business Model Canvas ◽  
Key Resources

Purpose Industry 4.0 is expected to significantly transform industrial value creation. However, research on business models affected through Industry 4.0, and on small- and medium-sized enterprises (SMEs), remains scarce. In response, the purpose of this paper is to address both aspects, further elaborating on the role that SMEs can take toward Industry 4.0 as provider or user. Design/methodology/approach The paper used an exploratory research design based on 43 in-depth expert interviews within the three most important German industry sectors, mechanical and plant engineering, electrical engineering and automotive suppliers. Interviews were conducted with leading personnel of the respective enterprises, including 22 CEOs. They assign business model implications through Industry 4.0, referring to the Business Model Canvas, while the paper delineates between Industry 4.0 providers and users. Findings The paper finds that key resources and value proposition are among the most affected elements of the business model, whereas channels are the least affected. Furthermore, distinct characteristics between Industry 4.0 providers and users can be delineated. In general, Industry 4.0 providers’ business models are significantly more affected than users, except for key partners and customer relationships. Research limitations/implications Industry 4.0 remains at its early stages of implementation. As a result, many interviewees’ answers remain at a rather general level. Practical implications Strategies for the further alignment of the business models are provided for Industry 4.0 providers and users. Originality/value The paper is among the few that investigate Industry 4.0 in the context of SMEs and business models.

Do you have a naïve forecasting model of the future?

2020 ◽  
Vol 38 (4) ◽  
pp. 267-269
Author(s):  
Larry Wofford ◽  
David Wyman ◽  
Christopher W. Starr
Keyword(s):  
Systems Theory ◽  
Industry 4.0 ◽  
Business Models ◽  
Technology Innovation ◽  
Business Environment ◽  
Disruptive Innovation ◽  
Commercial Real Estate ◽  
Disruptive Technology ◽  
Content Type ◽  
The Impact

PurposeThis paper addresses the increasingly rapid and disruptive changes caused by technology innovations impacting commercial real estate (CRE) and how leaders in today's CRE business environment can better anticipate, and even experiment with, disruptive technologies while maintaining current business assets and practices.Design/methodology/approachThis qualitative research is based in systems theory, through which the impact of disruptive technology innovation cycles on business models is described for tactical and strategic utility.FindingsThe advent of the fourth industrial revolution (Industry 4.0) is characterized by a convergence of multiple technological innovations including artificial intelligence, the Internet of things, smart buildings, autonomous agents, and automated decision-making. Industry 4.0 promises a future of discontinuities and disruptive innovation superseding the deployment of digital technologies enabled by Industry 3.0. Ambidextrous leaders need to maintain two concurrent foci: one on the current CRE business environment for incremental improvements and one on new opportunities made possible by the next technology innovation cycle.Practical implicationsBy anticipating the inflection points of nonlinear technology adoption cycles, CRE leaders can reduce risks and increase innovative opportunities as participants in the next disruptive cycle rather than falling victim to it.Originality/valueThis work examines CRE market disruptions caused by technology innovation cycles through the lens of systems theory. A connection is made between the nonlinear nature of technology disruption cycles within the CRE business environment and how CRE leadership can better anticipate and prepare for change through ambidextrous thinking.

From precision agriculture to Industry 4.0

2019 ◽  
Vol 121 (8) ◽  
pp. 1730-1743 ◽  
Author(s):  
Leonello Trivelli ◽  
Andrea Apicella ◽  
Filippo Chiarello ◽  
Roberto Rana ◽  
Gualtiero Fantoni ◽  
...  
Keyword(s):  
Precision Agriculture ◽  
Environmental Sustainability ◽  
Industry 4.0 ◽  
Business Models ◽  
Business Processes ◽  
Agricultural Sector ◽  
Research Work ◽  
Digital Technologies ◽  
Market Demand ◽  
Content Type

Purpose Circumstances that are have a significant impact on it. In particular, environmental sustainability related to the increase of worldwide population, and market demand for agricultural products (with consumers more and more aware about cultivation and breeding techniques and interested in healthy and high-quality products) represent two of the key challenges that the agricultural sector is going to face in next years. In such a landscape, technological innovations that can support organizations and entrepreneurs to face these problems become increasingly important, and Industry 4.0 is the most striking example. Indeed, the Industry 4.0 paradigm aims to integrate digital technologies into business processes to raise productivity levels and to develop new business models. Accordingly, digital technologies play a similar role in the precision agriculture domain, and the purpose of this paper is to understand if the technologies at the basis of these two paradigms are the same or not. Design/methodology/approach The present work investigates how the two domains of Industry 4.0 and precision agriculture are connected to one another by analyzing the most used technologies in both the fields in order to highlight common patterns and technological overlaps. To reach such goal, an approach combining manual and automated analysis was developed. Findings The research work generated three main results: a dictionary of precision agriculture technologies including 324 terms; a graph, describing the connections between the technologies composing the dictionary; and a representation of the main technological clusters identified. Originality/value These show how the two domains under analysis are directly connected and describe the most important technologies to leverage when approaching digital transformation processes in the agricultural sector.

3D printing towards implementing Industry 4.0: sustainability aspects, barriers and challenges

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abrar Malik ◽  
Mir Irfan Ul Haq ◽  
Ankush Raina ◽  
Kapil Gupta
Keyword(s):  
3D Printing ◽  
Industry 4.0 ◽  
Large Scale ◽  
Industrial Revolution ◽  
Energy Savings ◽  
Three Dimensional ◽  
Global Market ◽  
Printing Industry ◽  
Enabling Factors ◽  
Content Type

Purpose Environmental degradation has emerged as one of the major limitations of industrial revolution and has led to an increased focus towards developing sustainable strategies and techniques. This paper aims to highlight the sustainability aspects of three-dimensional (3D) printing technology that helps towards a better implementation of Industry 4.0. It also aims to provide a brief picture of relationships between 3D printing, Industry 4.0 and sustainability. The major goal is to facilitate the researchers, scholars, engineers and recommend further research, development and innovations in the field. Design/methodology/approach The various enabling factors for implementation of Industry 4.0 are discussed in detail. Some barriers to incorporation of 3D Printing, its applications areas and global market scenario are also discussed. A through literature review has been done to study the detailed relationships between 3D printing, Industry 4.0 and sustainability. Findings The technological benefits of 3D printing are many such as weight savings, waste minimization and energy savings. Further, the production of new 3D printable materials with improved features helps in reducing the wastage of material during the process. 3D printing if used at a large scale would help industries to implement the concept of Industry 4.0. Originality/value This paper focuses on discussing technological revolution under Industry 4.0 and incorporates 3D printing-type technologies that largely change the product manufacturing scenario. The interrelationships between 3D printing, Industry 4.0 and sustainability have been discussed.

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