scholarly journals The key to increasing competitiveness is investing into human resources

2018 ◽  
Vol 4 (2) ◽  
pp. 31-46
Author(s):  
Magdolna Csath
Keyword(s):  
Human Resources ◽  
Local Knowledge ◽  
Value Chain ◽  
Industrial Revolution ◽  
Value Added ◽  
Fourth Industrial Revolution ◽  
Knowledge Based ◽  
Human Skills ◽  
Structural Indicators ◽  
Visegrád Countries

This paper focuses attention on the fact that the V4 (Visegrad) countries in general are poorly prepared to capitalize on the opportunities offered by the fourth industrial revolution, and less protected against the risks created by it. First of all economic structural indicators prove that the economies of the V4 countries are still not knowledge based, and can be characterized by low value added activities. In some cases Poland stands out with slightly better results, but all in all V4 countries lag behind the economically more advanced countries for all the analysed indicators. Secondly these countries do not Invest enough into their human resources. The article suggests that unless the V4 countries start putting stronger emphasis on developing human skills and local knowledge they will lose a historic opportunity for becoming successful nations which are able to benefit from the ongoing processes of the fourth industrial revolution by moving up on the value chain.

scholarly journals Development of Vietnamese Vocational Education Teachers to adapt the Industrial Revolution 4.0

2019 ◽  
Vol 2 (4) ◽  
pp. 1-7
Author(s):  
Van Hong Bui ◽  
Do Van Dung
Keyword(s):  
Human Resources ◽  
Vocational Education ◽  
Education System ◽  
Teaching Methods ◽  
Vocational Training ◽  
Industrial Revolution ◽  
Fourth Industrial Revolution ◽  
Key Factor ◽  
Training Quality

Teacher is always a key factor which determines training quality in general and vocational training quality of the Vocational Education System (VES) in particular. In face of strong influences from the fourth industrial revolution (IR 4.0), teacher is getting more important in training of human resources, especially qualification level and capacity to apply technology and innovate teaching methods. Based on the analysis for impacts of the IR 4.0 on VES, requirements for capacity of teachers and the reality on vocational education teachers (VETs) today, this article suggests some solutions to develop VETs to adapt to the IR 4.0 as a basis for development of teachers at vocational education institutions in Vietnam.

The new concept of quality in the digital era: a human resource empowerment perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hadi Balouei Jamkhaneh ◽  
Arash Shahin ◽  
Sahar Valipour Parkouhi ◽  
Reza Shahin
Keyword(s):  
Quality Management ◽  
Human Resources ◽  
Human Resource ◽  
Industrial Revolution ◽  
Total Quality ◽  
Content Type ◽  
Cause And Effect ◽  
Fourth Industrial Revolution ◽  
Digital Era ◽  
Human Aspects

PurposeThis study aims to identify the drivers of human resource empowerment in understanding the new concept of Quality 4.0 in the digital era.Design/methodology/approachFirst, the literature of quality management evolution in the fourth industrial revolution (Industry 4.0) and the position of the required workforce in Quality 4.0 were reviewed and then by using the opinions of experts and managers of Knowledge-Intensive Business Services (KIBS) firms, a set of driver effects on the readiness and ability of human resources was identified in the context of Quality 4.0. After identifying the drivers, cause-and-effect relationships among these drivers were investigated using the Grey DEMATEL technique.FindingsA total of 29 Quality 4.0 drivers of readiness and workforce ability were identified, based on multiple interactions of quality management in different stages of the production cycle. They were divided into new valuation approaches, composite dimensions, team creativity and thorough inspection. “Technical abilities and capability to solve problems” was identified as the most significant driver.Practical implicationsFindings help KIBS firms to take necessary measures and plans. Consequently, they can increase the readiness and ability of human resources based on the changes in managing Quality 4.0. Also, considering the importance of each driver, they will be able to take a step towards total quality improvement.Originality/valueDespite extensive research on the subject of the fourth Industrial Revolution, research on the human aspects required for managing Quality 4.0 is limited. This study was performed to examine the cause-and-effect relationships between human resource drivers to adapt to the changes in Quality 4.0.

Digital transformation: “jobocolypse” or empowerment?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zeynep Hizir
Keyword(s):  
Human Resources ◽  
Crucial Role ◽  
Design Methodology ◽  
Industrial Revolution ◽  
Digital Transformation ◽  
Evidence Based ◽  
Content Type ◽  
Fourth Industrial Revolution ◽  
Industry Research ◽  
The Impact

Purpose The purpose of this paper is to analyse the impact of digital transformation on jobs and to assess whether or not the so-called Fourth Industrial Revolution will lead to mass redundancies. The piece also looks at the role human resources (HR) departments will have to play in the implementation of, and response to, digital transformation within the workplace. Design/methodology/approach This paper combines research based on media articles, a parliamentary report and wider digital transformation industry research. The author looks to explain what digital transformation is, deconstruct misconceptions around digital transformation, assess the true evidence-based impact of digital transformation on jobs and advise HR departments on the impact of digital transformation within the workplace. Findings This piece finds that there remains a considerable degree of misunderstanding and many misconceptions around digital transformation and that while digital transformation will lead to the loss of some jobs, it will also lead to the change of existing ones and creation of new ones. Furthermore, this piece finds that HR departments will play a crucial role in the implementation of digital transformation, but that they too will need to pivot and adjust to new workplace realities as a result. Originality/value Many HR departments face confusion and misconceptions around the impact of digital transformation on the workforce, and there also remains concern among many employers that technology will replace their jobs. This piece seeks to dispel the myths and paint a clearer picture to both HR departments and employees around the impact of digital transformation.

scholarly journals CHALLENGES OF INTERNATIONAL LEGAL PROTECTION OF THE DIGNIFIED HUMAN EXISTENCE IN THE ERA OF THE FOURTH INDUSTRIAL REVOLUTION

2020 ◽  
Author(s):  
Paunita Petrova ◽  
Keyword(s):  
Human Resources ◽  
International Law ◽  
Industrial Revolution ◽  
Legal Protection ◽  
Human Existence ◽  
Social Rights ◽  
Fourth Industrial Revolution ◽  
Right To Work ◽  
The Right ◽  
Increased Pressure

International law must take into account all the challenges of the Fourth Industrial Revolution and respond adequately to them. It must develop and strengthen the protection of social rights, the right to work, as opposed to the increased pressure on human resources.

scholarly journals Sustainable Management of a Korean Firm: Transformation of the Value Chain in Cheil Industries Inc.

2012 ◽  
Vol 13 (2) ◽  
pp. 113-133
Author(s):  
Woo Jun
Keyword(s):  
Corporate Culture ◽  
Value Chain ◽  
Sustainable Management ◽  
Current Knowledge ◽  
Manufacturing Sector ◽  
Value Added ◽  
The Past ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Korean Firm

By using a new conceptual model of ‘Smile Curve’, this research strives to examine how Cheil Industries Inc. (CI) has been transforming its value chain to create its competitive advantage. According to the results, CI’s value-added structure in the past (conventional industrialization economy) was heavily reliant on the manufacturing sector, and therefore, the profit graph shaped an ‘Upside-down Shape of U’ indicating that production and manufacturing are the most value-added fields. However, CI’s current (knowledge-based economy) graph shows a ‘U with Fluent Curve’ indicating that R&D, human resources, corporate culture, firm infrastructure, manufacturing, logistics and marketing are simultaneously creating value-added for the company. This implies that CI’s value-added source is more diversified to fit with knowledge-based economy.

Food 4.0

2021 ◽  
pp. 83-100
Author(s):  
Moses Oluwafemi Onibonoje ◽  
Nnamdi Nwulu ◽  
Pitshou Ntambu Bokoro
Keyword(s):  
Human Resources ◽  
Industrial Revolution ◽  
Human Life ◽  
Food Sector ◽  
Telecommunication Services ◽  
New Era ◽  
Fourth Industrial Revolution ◽  
Industrial Sectors ◽  
Agriculture And Food ◽  
And Robotics

The fourth industrial revolution is a prospective innovation path for human life to possibly replace human intelligence and manual labour with artificial intelligence and robotics. The concept of 4IR is being embraced and applied in all sectors of human life. The academics are researching intensely into the revolution, while industry captain braces up to the inevitable and fast implementation in energy, automobile, telecommunication, services, security, medicine, and other industrial sectors. Agriculture and food sector, which is termed Food 4.0, being the highest employer of human resources, is a major sector that is expected to benefit tremendously from the concept and application of 4IR in driving the sector into the new era of development.

scholarly journals Synergy in Knowledge-Based Innovation Systems at National and Regional Levels: The Triple Helix Model and the Fourth Industrial Revolution

2018 ◽  
Author(s):  
Loet Leydesdorff
Keyword(s):  
Triple Helix ◽  
Industrial Revolution ◽  
Theoretical Terms ◽  
Government Relations ◽  
Fourth Industrial Revolution ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Institutional Model ◽  
Technological Opportunities ◽  
Wealth Generation

Different from national systems of innovation, a knowledge-based economy is grounded in the volatility of discursive knowledge enabling us to specify expectations. Expectations can be improved by testing against observations. Furthermore, expectations can differently be codified; for example, in terms of market perspectives and technological opportunities. The Triple Helix of university-industry-government relations provides first a (neo-)institutional model. However, three functions are recombined at the systems level in each instantiation: wealth generation (by industry), novelty production (academia), and legislation and regulation (government). The Triple-Helix synergy indicator enables us to use the institutional arrangements as instantiations of the knowledge-dynamics and thus to assess the generation of options and reduction of uncertainty in information-theoretical terms. The Fourth Industrial Revolution entails the transition to the reflexive entertaining of expectations in terms of models as increasingly the sources of innovations.

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.

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