scholarly journals Use of the Blue Ocean Strategy to obtain ports 4.0

2020 ◽  
Vol 23 (1) ◽  
pp. e9466
Author(s):  
Noemí Ortiz-Rey ◽  
Nicoleta González-Cancelas ◽  
Beatriz Molina Serrano ◽  
Francisco Soler-Flores ◽  
Alberto Camarero-Orive
Keyword(s):  
Environmental Quality ◽  
Industrial Revolution ◽  
New Technologies ◽  
Digital Transformation ◽  
Management Model ◽  
Fourth Industrial Revolution ◽  
Port System ◽  
Fierce Competition ◽  
High Level ◽  
Smart Ports

The fourth industrial revolution is characterized by a high level of digitalization of systems and processes. This revolution has reached the Spanish ports. They have been investing for years in the implementation of new technologies, aimed at promoting sustainability and environmental quality, as well as seeking a more efficient and orderly logistics. Ports are moving towards their digital transformation, which is materialized in the well-known Ports 4.0. These intelligent ports, or Smart Ports, cover a multitude of aspects and variables. Automation, digitalization, technologies that allow interoperability, transparency, decentralization, and customer experience define the context of the application of the concept 'Ports 4.0' to the Spanish logistics-port sector. How to achieve a satisfactory digitization process that allows progress towards Port 4.0 in the Spanish port system is one of the questions being raised recently. The Spanish port world could be represented by a red ocean, since in a very generalist way it can be said that it is a marked described by a fierce competition lacking in differentiation. Therefore, with this proposal, the aim is to take the Spanish port system to a blue ocean, where a suitable strategy and innovation generate leaps in value that make competitors irrelevant because customers compare different products and services. To be able to respond to this, the Blue Ocean Strategy is planted, leaving aside the competition between ports and generating new demand. From the study carried out, it is concluded that Spanish ports still have a long way to go in terms of sustainability. It also concludes that a new management model would mean the innovation in value that is necessary for the process towards ports 4.0.

Project-Driven Digital Transformation Management

2020 ◽  
Vol 8 (4) ◽  
pp. 27-34
Author(s):  
A. Lahova
Keyword(s):  
Industrial Revolution ◽  
New Technologies ◽  
Digital Transformation ◽  
Digital Products ◽  
Fourth Industrial Revolution ◽  
Production Processes ◽  
Transformation Approach ◽  
Complete Automation ◽  
Petrochemical Company ◽  
Main Components

The mankind is on the verge of the fourth industrial revolution that leads to the emergence of new technologies, digital products and the complete automation of most production processes. The numerous companies nowadays are concerned at the persistence of their competitive positions on the market and, therefore, address to the implementation of digital transformation. Nevertheless, digital transformation is a new phenomenon, and companies on the verge of digitalization are puzzled by the issue of applying the correct approach to managing digital change. This paper highlights the main components of a successful digital transformation approach, and suggests a way to implement a digital transformation for a petrochemical company.

What We Should Have Learned From Cybersyn

2021 ◽  
pp. 68-79
Author(s):  
Dietmar Koering
Keyword(s):  
Industry 4.0 ◽  
Industrial Revolution ◽  
New Technologies ◽  
Digital Transformation ◽  
Human Beings ◽  
Computational Power ◽  
Major Topic ◽  
Fourth Industrial Revolution ◽  
Ethical Debate ◽  
Related Idea

Currently, a major topic is what changes will digitalization and the fourth industrial revolution bring to our society. It is clear that digital transformation of society and the introduction of new technologies will make many jobs obsolete. This process logically leads to the idea of a universal basic income (UBI). In this respect, the socialist project, Cybersyn, is of great interest because it constituted a prototype of a data- and people-related idea to solve this problem. The aim was to increase the country's production, while counteracting rising unemployment through a socialist paradigm, which is obviously pertinent to the development of Industry 4.0. Although Cybersyn can be considered as an early prototype and catalyst, today's exponentially greater computational power has made such systems real, and humans are often excluded from them. Human beings are also positively affected by digital transformation. Herein, the current work contributes to the ethical debate concerning the digital transformation of society.

Rediseñando las Organizaciones del Futuro. El impacto de la transformación digital en el mundo del trabajo

2019 ◽  
Vol 1 (1) ◽  
pp. 199-226
Author(s):  
Ricardo M. Piñeyro Prins ◽  
Guadalupe E. Estrada Narvaez
Keyword(s):  
Industrial Revolution ◽  
New Technologies ◽  
Third Sector ◽  
Digital Transformation ◽  
Digital Culture ◽  
Exploratory Research ◽  
The People ◽  
Technological Advances ◽  
Current Scenario ◽  
The Way

We are witnessing how new technologies are radically changing the design of organizations, the way in which they produce and manage both their objectives and their strategies, and -above all- how digital transformation impacts the people who are part of it. Even today in our country, many organizations think that digitalizing is having a presence on social networks, a web page or venturing into cases of success in corporate social intranet. Others begin to invest a large part of their budget in training their teams and adapting them to the digital age. But given this current scenario, do we know exactly what the digital transformation of organizations means? It is necessary? Implying? Is there a roadmap to follow that leads to the success of this process? How are organizations that have been born 100% digital from their business conception to the way of producing services through the use of platforms? What role does the organizational culture play in this scenario? The challenge of the digital transformation of businesses and organizations, which is part of the paradigm of the industrial revolution 4.0, is happening here and now in all types of organizations, whether are they private, public or third sector. The challenge to take into account in this process is to identify the digital competences that each worker must face in order to accompany these changes and not be left out of it. In this sense, the present work seeks to analyze the main characteristics of the current technological advances that make up the digital transformation of organizations and how they must be accompanied by a digital culture and skills that allow their successful development. In order to approach this project, we will carry out an exploratory research, collecting data from the sector of new actors in the world of work such as employment platforms in its various areas (gastronomy, delivery, transportation, recreation, domestic service, etc) and an analysis of the main technological changes that impact on the digital transformation of organizations in Argentina.

Desserts With Oasis—SkillGap Analysis Into Dubai’s Labour Intensive Market

2019 ◽  
Vol 118 (11) ◽  
pp. 533-541
Author(s):  
Dr. Premila Koppalakrishnan
Keyword(s):  
General Population ◽  
Industrial Revolution ◽  
Digital Transformation ◽  
Digital Revolution ◽  
Scholarly Community ◽  
Fourth Industrial Revolution ◽  
The World ◽  
Basic Level ◽  
The Revolution

The world stands on the precarious edge of an innovative transformation that will on a very basic level modify the manner in which we live, work, and identify with each other. In its scale, degree, and unpredictability, the change will be not normal for anything mankind has encountered previously. We don't yet know exactly how it will unfurl, however one thing is clear: the reaction to it should be incorporated and exhaustive, including all partners of the worldwide nation, from the general population and private segments to the scholarly community and common society. It is The Fourth Industrial Revolution, the digital revolution. The digital revolution has opened way for many impacts. All of the emirates are experiencing the effects of the “Fourth Industrial Revolution.” This revolution reflects the velocity, scope, and systems impact of a digital transformation that is changing economies, jobs, and work as it is currently known. Characteristics of the revolution include a fusion of technologies across the physical, digital, and biological spheres.

Emerging Industrial Revolution: Symbiosis of Industry 4.0 and Circular Economy: The Role of Universities

2020 ◽  
Vol 25 (3) ◽  
pp. 505-525 ◽  
Author(s):  
Seeram Ramakrishna ◽  
Alfred Ngowi ◽  
Henk De Jager ◽  
Bankole O. Awuzie
Keyword(s):  
Economic Growth ◽  
Circular Economy ◽  
Industry 4.0 ◽  
Business Models ◽  
Industrial Revolution ◽  
New Technologies ◽  
Production Systems ◽  
Fourth Industrial Revolution ◽  
New Jobs

Growing consumerism and population worldwide raises concerns about society’s sustainability aspirations. This has led to calls for concerted efforts to shift from the linear economy to a circular economy (CE), which are gaining momentum globally. CE approaches lead to a zero-waste scenario of economic growth and sustainable development. These approaches are based on semi-scientific and empirical concepts with technologies enabling 3Rs (reduce, reuse, recycle) and 6Rs (reuse, recycle, redesign, remanufacture, reduce, recover). Studies estimate that the transition to a CE would save the world in excess of a trillion dollars annually while creating new jobs, business opportunities and economic growth. The emerging industrial revolution will enhance the symbiotic pursuit of new technologies and CE to transform extant production systems and business models for sustainability. This article examines the trends, availability and readiness of fourth industrial revolution (4IR or industry 4.0) technologies (for example, Internet of Things [IoT], artificial intelligence [AI] and nanotechnology) to support and promote CE transitions within the higher education institutional context. Furthermore, it elucidates the role of universities as living laboratories for experimenting the utility of industry 4.0 technologies in driving the shift towards CE futures. The article concludes that universities should play a pivotal role in engendering CE transitions.

scholarly journals UX in AR-Supported Industrial Human–Robot Collaborative Tasks: A Systematic Review

2021 ◽  
Vol 11 (21) ◽  
pp. 10448
Author(s):  
Riccardo Karim Khamaisi ◽  
Elisa Prati ◽  
Margherita Peruzzini ◽  
Roberto Raffaeli ◽  
Marcello Pellicciari
Keyword(s):  
Augmented Reality ◽  
Industrial Revolution ◽  
New Technologies ◽  
Recent Literature ◽  
Modern Human ◽  
Assessment Procedure ◽  
Functional Requirements ◽  
Collaborative Robotics ◽  
Fourth Industrial Revolution ◽  
Standardization Process

The fourth industrial revolution is promoting the Operator 4.0 paradigm, originating from a renovated attention towards human factors, growingly involved in the design of modern, human-centered processes. New technologies, such as augmented reality or collaborative robotics are thus increasingly studied and progressively applied to solve the modern operators’ needs. Human-centered design approaches can help to identify user’s needs and functional requirements, solving usability issues, or reducing cognitive or physical stress. The paper reviews the recent literature on augmented reality-supported collaborative robotics from a human-centered perspective. To this end, the study analyzed 21 papers selected after a quality assessment procedure and remarks the poor adoption of user-centered approaches and methodologies to drive the development of human-centered augmented reality applications to promote an efficient collaboration between humans and robots. To remedy this deficiency, the paper ultimately proposes a structured framework driven by User eXperience approaches to design augmented reality interfaces by encompassing previous research works. Future developments are discussed, stimulating fruitful reflections and a decisive standardization process.

scholarly journals Internal factors supporting business and technological transformation in the context of Industry 4.0

2019 ◽  
Vol 20 ◽  
pp. 137-145 ◽  
Author(s):  
Lucia Kohnová ◽  
Ján Papula ◽  
Nikola Salajová
Keyword(s):  
Industry 4.0 ◽  
Industrial Revolution ◽  
New Technologies ◽  
Employee Education ◽  
Technological Transformation ◽  
Internal Factors ◽  
Fourth Industrial Revolution ◽  
Culture Strategy ◽  
Technology Transformation ◽  
And Training

Radical changes resulting from the Fourth Industrial Revolution strongly affect industrialized European countries. In particular, due to the new technologies that are characteristic of Industry 4.0, it will be essential for companies to make the necessary changes and achieve competitiveness through the implementation of these technologies. In order for companies to be able to make radical changes and innovations, they need to secure all the supporting areas in their organization. This research paper is focused on comparison of companies from Slovakia, Czech Republic, Austria, Germany and Switzerland in the context of readiness for Industry 4.0. This research was part of a research project, while data were collected in the period of 2015–2016. We have analysed companies from selected countries based on 7 areas which are closely interconnected with the business transformation and technology transformation coming from Industry 4.0. The main analysed questions focused on areas such as employee education and training, organizational culture, strategy, or organizational processes, that will be most affected by radical changes in the environment. Research has highlighted the differences between countries as a result of long-standing cultural differences, but at the same time identified the unified influence of the ongoing global debate on the need for technological innovation. With Slovak and Czech companies being below stronger innovators in the maturity of education systems, we strongly advise considering partnering in education which can bring valuable information to businesses that want to take on the wave of innovation.

scholarly journals ARTIFICIAL INTELLIGENCE: NEW CHALLENGES AND PROSPECTS

2020 ◽  
Vol 8 (5) ◽  
pp. 42-48
Author(s):  
Yulia Matyuk
Keyword(s):  
Artificial Intelligence ◽  
Industrial Revolution ◽  
New Technologies ◽  
Rapid Development ◽  
Modern Society ◽  
Fourth Industrial Revolution ◽  
New Challenges ◽  
And Robotics

The article analyzes the risks and new opportunities that arise before man and modern society in the light of the development of artificial intelligence and robotics in the conditions of the fourth industrial revolution. The rapid development of AI indicates the absence of uniform approaches to assessing the risks and prospects associated with the use of AI. Using PESTEL analysis, the article examines the key areas of interaction between AI and humans, new challenges and prospects that open to humanity in the era of new technologies.

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.

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