scholarly journals The Emperor’s New Clothes or an Enduring IT Fashion? Analyzing the Lifecycle of Industry 4.0 through the Lens of Management Fashion Theory

2020 ◽  
Vol 12 (21) ◽  
pp. 8828
Author(s):  
Thuy Duong Oesterreich ◽  
Julian Schuir ◽  
Frank Teuteberg
Keyword(s):  
Industry 4.0 ◽  
Organizational Level ◽  
Organizational Practice ◽  
Lifecycle Analysis ◽  
Institutional Work ◽  
Development Path ◽  
Management Fashion ◽  
Holistic Understanding ◽  
Fashion Theory ◽  
Recent Developments

This paper examines the recent hype around Industry 4.0 through the lens of management fashion theory to answer the question of how Industry 4.0 has emerged as a management fashion and to what extent it has diffused in organizational practice. Therefore, we conducted a comprehensive discourse lifecycle analysis based on 3920 academic and practical publications comprising a rhetoric and content analysis along with a diffusion lifecycle analysis involving selected diffusion indicators. The findings indicate that Industry 4.0 constitutes an enduring management fashion that has recently reached its peak, with the first signs for an upcoming downswing. The discourse around Industry 4.0 illustrates the concept as a panacea for business problems such as a lack of sustainability and intense global competition; however, the diffusion lifecycle analysis indicates hesitation among companies to adopt Industry 4.0 due to the ambiguity in the conceptual interpretation. The findings enable a more holistic understanding of the recent developments around Industry 4.0 and help to identify actions for the involved political, practical and academic actors. To actively shape the Industry 4.0 fashion development path, more institutional work is needed to help Industry 4.0 fashion users with their adoption engagements and hence achieve “professionalization” at an organizational level.

Professional Structures and Practice Change

2019 ◽  
pp. 319-336
Author(s):  
Richard Whittington ◽  
Deborah Anderson
Keyword(s):  
Change Agents ◽  
Practice Change ◽  
Future Research ◽  
Institutional Entrepreneurship ◽  
Institutional Work ◽  
Social Closure ◽  
Continuous Innovation ◽  
Management Fashion ◽  
Fashion Theory ◽  
Entrepreneurship Theory

This chapter examines the processes by which new management ideas become institutionalized as widely-used management practices in different kinds of profession. It argues that these processes vary according to a profession’s structural degree of social closure, as enforced for instance by tight regulations and strict qualification requirements. Closure also has implications for the relevance of different strands of institutional theory. In closed professions such as accounting, institutionalization processes resemble those predicted by institutional entrepreneurship theory: the emphasis is on the roles of regulators and professional bodies; collaboration amongst change agents; episodic innovation; front-loaded change activity; and isomorphic outcomes. In open professions such as strategy, management fashion theory suggests the importance of prestigious clients and competition, while institutional work theory predicts continuous innovation; intense investment in maintenance activities; and pluralistic outcomes. The chapter argues for the value of comparative studies of professions for future research on the institutionalization of management ideas.

scholarly journals The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

2019 ◽  
Vol 9 (3) ◽  
pp. 71 ◽  
Author(s):  
Dag Øivind Madsen
Keyword(s):  
Industry 4.0 ◽  
Industrial Revolution ◽  
Theoretical Perspective ◽  
General Concept ◽  
Business And Society ◽  
Business Elites ◽  
Management Fashion ◽  
Management Concepts ◽  
Fashion Theory ◽  
Evolutionary Trajectories

The Industry 4.0 (I4.0) concept is concerned with the fourth industrial revolution in manufacturing, in which technological trends such as digitalization, automation and artificial intelligence are transforming production processes. Since the concept’s introduction at the Hannover Fair in Germany in 2011, I4.0 has enjoyed a meteoric rise in popularity and is currently high on the agenda of governments, politicians and business elites. In light of these observations, some commentators have asked the question of whether I4.0 is a concept that is hyped up and possibly just the latest in a long line of fashionable management concepts introduced over the course of the last few decades. Therefore, the aim of this paper is to provide a critical outside-in look at the emergence and rise of I4.0. Theoretically, these processes are viewed through the lens of management fashion, a theoretical perspective well suited to examinations of evolutionary trajectories of management concepts and ideas. The findings indicate that the I4.0 concept has quickly become highly popular and is dominating much of the popular management discourse. The concept has migrated out of the specialized manufacturing discourse to become a more general concept with mainstream appeal and applicability, evidenced by a multitude of neologisms such as Work 4.0 and Innovation 4.0. The numbers 4.0 have spread in a meme-like fashion, evidenced by the fact that the combination of a noun and the numbers 4.0 are used to signal and usher in discussions about the future of business and society. While there is much evidence that clearly shows that the concept has had a wide-ranging impact at the discursive level, the currently available research is less clear about what impact the concept has had so far on industries and organizations worldwide.

Agency at the Managerial Interface: Public Sector Reform as Institutional Work

2015 ◽  
Vol 26 (2) ◽  
pp. 259-276 ◽  
Author(s):  
Charlotte Cloutier ◽  
Jean-Louis Denis ◽  
Ann Langley ◽  
Lise Lamothe
Keyword(s):  
Public Sector ◽  
Publicly Funded ◽  
Healthcare Organizations ◽  
Reform Initiatives ◽  
Institutional Work ◽  
Sector Reform ◽  
Relational Work ◽  
Structural Work ◽  
Recent Developments ◽  
Managerial Agency

This article draws on recent developments in institutional theory to better understand the managerial efforts implicated in the implementation of government-led reforms in public sector services. Based on a longitudinal study of a massive reform effort aimed at transforming the province of Quebec’s publicly-funded healthcare system, the article applies the notion of institutional work to understand how managers responsible for newly formed healthcare organizations defined and carried out their individual missions while simultaneously clarifying and operationalizing the government’s reform mandate. We identify and describe the properties of four types of work implicated in this process and suggest that structural work, conceptual work, and operational work need to be underpinned by relational work to offer chances for successful policy reform. By showing the specific processes whereby top-down reform initiatives are taken up by managers and hybridized with existing institutionalized forms and practices, this article helps us better understand both the importance of managerial agency in enacting reform, and the dynamics that lead to policy slippage in complex reform contexts.

scholarly journals Key Performance Indicators and Industry 4.0 – A Socially Responsible Perspective

2020 ◽  
Vol 66 (3) ◽  
pp. 22-35
Author(s):  
Simona Šarotar Žižek ◽  
Zlatko Nedelko ◽  
Matjaž Mulej ◽  
Živa Veingerl Čič
Keyword(s):  
Performance Indicators ◽  
Industry 4.0 ◽  
Key Performance Indicators ◽  
Organizational Practice ◽  
Socially Responsible ◽  
Research Directions ◽  
Corporate Social

AbstractThe main aim of this contribution is to outline the role and importance of key performance indicators in the frame of Industry 4.0 implementation. These key performance indicators are presented as a cornerstone for industry 4.0 implementation in organizational practice, since they represent key input for needed data in digitalized organization. In that framework, the contribution first exposes some of the essential characteristics of “Industry 4.0”, followed by the methodology of key performance indicators (KPI). Next, the contribution outlined a proposed methodology for implementing KPIs in frame of Industry 4.0 adoption in organizations. Another section of the paper is dedicatd to the linkage between corporate social responsilbty and KPIs in frame of Industry 4.0. The paper also outlines implications, limitations and further research directions are outlined.

Artificial Intelligence Applications for Industry 4.0: A Literature-Based Study

2021 ◽  
pp. 1-29
Author(s):  
Mohd Javaid ◽  
Abid Haleem ◽  
Ravi Pratap Singh ◽  
Rajiv Suman
Keyword(s):  
Artificial Intelligence ◽  
Industry 4.0 ◽  
Decisive Role ◽  
Vital Role ◽  
Data Types ◽  
Process Data ◽  
Automation Systems ◽  
Recent Developments ◽  
Iot Devices

Artificial intelligence (AI) contributes to the recent developments in Industry 4.0. Industries are focusing on improving product consistency, productivity and reducing operating costs, and they want to achieve this with the collaborative partnership between robotics and people. In smart industries, hyperconnected manufacturing processes depend on different machines that interact using AI automation systems by capturing and interpreting all data types. Smart platforms of automation can play a decisive role in transforming modern production. AI provides appropriate information to take decision-making and alert people of possible malfunctions. Industries will use AI to process data transmitted from the Internet of things (IoT) devices and connected machines based on their desire to integrate them into their equipment. It provides companies with the ability to track their entire end-to-end activities and processes fully. This literature review-based paper aims to brief the vital role of AI in successfully implementing Industry 4.0. Accordingly, the research objectives are crafted to facilitate researchers, practitioners, students and industry professionals in this paper. First, it discusses the significant technological features and traits of AI, critical for Industry 4.0. Second, this paper identifies the significant advancements and various challenges enabling the implementation of AI for Industry 4.0. Finally, the paper identifies and discusses significant applications of AI for Industry 4.0. With an extensive review-based exploration, we see that the advantages of AI are widespread and the need for stakeholders in understanding the kind of automation platform they require in the new manufacturing order. Furthermore, this technology seeks correlations to avoid errors and eventually to anticipate them. Thus, AI technology is gradually accomplishing various goals of Industry 4.0.

Cloud Crime and Fraud

2019 ◽  
pp. 1159-1175
Author(s):  
Nimisha Singh
Keyword(s):  
Cloud Computing ◽  
Law Enforcement ◽  
Current Knowledge ◽  
Organizational Level ◽  
Law Enforcement Agencies ◽  
Policy Makers ◽  
Security Breaches ◽  
Recent Developments ◽  
Standards And Guidelines ◽  
Developed Nations

Changing trends in IT industry are opening new avenues. With the scalability, flexibility, and economic advantage offered by cloud computing, more and more organizations are moving towards cloud for their applications. With all the benefits of cloud computing, it poses a danger of digital crime and security breaches. These challenges are compounded by the fact that cybercrime and the transgressors transcend geographical boundaries while the law enforcement does not. This paper tries to focus on how cloud computing is rising to the challenges thrown in from cyber space and recent developments to avoid and mitigate cloud fraud and abuse. Taking counter measures at organizational level, will alleviate and up to an extent eliminate security breaches. With current knowledge on policy and standards adopted by developed nations, the policy makers and law enforcement agencies in developing countries can work towards formulating standards and guidelines for awareness on threats, vulnerabilities and effectiveness of security controls to respond to risk.

Cloud Crime and Fraud

2018 ◽  
pp. 1334-1350
Author(s):  
Nimisha Singh
Keyword(s):  
Cloud Computing ◽  
Law Enforcement ◽  
Current Knowledge ◽  
Organizational Level ◽  
Law Enforcement Agencies ◽  
Policy Makers ◽  
Security Breaches ◽  
Recent Developments ◽  
Standards And Guidelines ◽  
Developed Nations

Changing trends in IT industry are opening new avenues. With the scalability, flexibility, and economic advantage offered by cloud computing, more and more organizations are moving towards cloud for their applications. With all the benefits of cloud computing, it poses a danger of digital crime and security breaches. These challenges are compounded by the fact that cybercrime and the transgressors transcend geographical boundaries while the law enforcement does not. This paper tries to focus on how cloud computing is rising to the challenges thrown in from cyber space and recent developments to avoid and mitigate cloud fraud and abuse. Taking counter measures at organizational level, will alleviate and up to an extent eliminate security breaches. With current knowledge on policy and standards adopted by developed nations, the policy makers and law enforcement agencies in developing countries can work towards formulating standards and guidelines for awareness on threats, vulnerabilities and effectiveness of security controls to respond to risk.

Sustainable Performance of Tunisian SMEs in Industry 4.0

2020 ◽  
pp. 65-77
Author(s):  
Abdullah Abdulaziz Alhumaidan ◽  
Noor Hazlina Ahmad
Keyword(s):  
Random Sampling ◽  
Industry 4.0 ◽  
Social Performance ◽  
Sampling Technique ◽  
Organizational Level ◽  
Future Research ◽  
Small Enterprises ◽  
Sustainable Performance ◽  
Micro And Small Enterprises ◽  
The Impact

The research aims to know the impact of sustainability orientation on sustainable performance. The data has been collected through a survey and the probability-random sampling technique has been employed. The study sample is micro and small enterprises in Tunisia. The organizational level is the unit of analysis, which are the owners of these enterprises. It has been concluded that managers' orientations have an influence on environmental and social performance, but their orientations towards sustainability did not impact economic performance. The study has suggested that future research could investigate different organizations irrespective of their size and industry that would make it easy to generalize results.

Management Fads, Communities of Practice and Innovation

2011 ◽  
pp. 222-244
Author(s):  
Athanasios Hadjimanolis
Keyword(s):  
Communities Of Practice ◽  
Organizational Performance ◽  
Critical Evaluation ◽  
Innovation Process ◽  
Organizational Structures ◽  
Incremental Innovation ◽  
Management Fashion ◽  
Current Trends ◽  
Fashion Theory

This chapter introduces communities of practice (CoPs) as a useful framework for the elucidation of the innovation process in organizations. It argues that CoPs contribute to innovation through being more efficient than formal organizational structures. Innovation, however, comes in different forms and types and internal CoPs are more relevant for incremental innovation, while inter-organizational communities are more important for radical innovation. Furthermore the chapter focuses on a critical evaluation of the concept of community of practice through the lens of the management fashion theory and an assessment of the role of CoPs in knowledge creation and exchange at the various stages of the innovation process. It aims to provide an assessment of the contribution of communities of practice to innovation success and organizational performance and to summarize the current trends and future developments especially in inter-organizational virtual innovation communities.

scholarly journals Examining the Emergence and Evolution of Blue Ocean Strategy through the Lens of Management Fashion Theory

2019 ◽  
Vol 8 (1) ◽  
pp. 28 ◽  
Author(s):  
Dag Madsen ◽  
Kåre Slåtten
Keyword(s):  
Public Management ◽  
Disruptive Innovation ◽  
Supply Side ◽  
Demand Side ◽  
Business World ◽  
Management Fashion ◽  
Strong Focus ◽  
Fashion Theory ◽  
Management Concept ◽  
Adoption And Diffusion

Blue Ocean Strategy (BOS) is a management concept which prescribes that organizations, rather than going head-to-head with competitors, try to create and exploit new market spaces, so-called blue oceans. Since its inception in the mid-2000s, BOS has become one of the most popular concepts in the field of strategy and one of the biggest buzzwords in the business world. This paper examines the emergence and evolution of BOS through the lens of management fashion theory. The analysis shows that the BOS concept exhibits several characteristics which makes it highly appealing to organizations and managers. In addition, the emergence of the concept was helped by a good fit with the zeitgeist in the field of strategy during the 2000s, which had shifted to a strong focus on theories and ideas about disruptive innovation and business model innovation. The popularization of the BOS concept can also be attributed to the backing of a powerful supply-side actors, and, in particular, the concept’s creators Kim and Mauborgne. While the attention given to BOS in public management discourse suggests that the concept can currently be considered highly fashionable, evidence about the concept’s use on the demand-side remains limited. Most surveys indicate that the adoption and diffusion is lower than would be expected based on the intensity of discourse surrounding the concept. Therefore, the current study provides some support for the view that supply-side and demand-side activity related to management fashions does not necessarily coevolve.

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