Innovation Capability for SME Biomass Industry Performance

Industry 4.0 exerts great pressure on the organization today to innovate its business model in order to stay competitive. This study examines the positive and indirect effect of human resource management, organizational culture, knowledge management capabilities on organizational performance, with the mediating effect of organizational innovation capability among small and medium-sized enterprise (SME) in biomass industry in Malaysia. In addition, this study integrates resource-based view (RBV) and dynamic capabilities theories to investigate how the organization utilize its resources and capabilities to enhance organizational performance. Data were collected using survey questionnaire from biomass SMEs located in Malaysia. Structural equation modelling (Smart PLS 3.0) was used to test and analyze the data. The findings reveal that knowledge management capability and organizational culture exert a positive influence on organizational innovation capabilities. Similarly, organizational innovation capabilities also found to positively affect organizational performance.

Sustainable Performance of Tunisian SMEs in Industry 4.0

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.

The Effect of Artificial Intelligence on Management Process

Artificial intelligence has started to dominantly affect every sector in Industry 4.0. However, the adaptation of the concept to managerial processes are closely related to the concepts of data science and digital transformation. Because artificial intelligence applications being developed are within the scope of artificial narrow intelligence (ANI), that situation requires the company to have a digital transformation policy in order to use artificial intelligence in managerial processes. In addition, to avoid biased artificial intelligence applications, the learning set of artificial intelligence requires a highly rigorous design. This necessitates the establishment of a data science department within the company. In this chapter, digital transformation processes in managerial perspective and the surrounded effect of artificial narrow intelligence on management are discussed.

Strategic Management in SMEs in the Context of Clustering

Nowadays, the effects of global dynamics are directive on enterprises. Competitiveness is triggered by these dynamics and determine the efficiency of enterprises. Therefore, not only the local and national dimension, but also the global actors have a say on the viability of enterprises and their competitiveness. In such an ecological environment, it is possible to come across many strategies for gaining competitiveness and skills. Porter points out that the national resources should be used optimally and that each country should specialize in specific areas and build clusters through these areas and thus use the resources effectively. Therefore, it draws attention to “the importance of clustering,” which is one of the instruments effective in competitiveness with global dynamics. In this study, strategic management processes of small and medium-sized enterprises in the context of clustering will be discussed. In addition, the contribution of cluster studies to SMEs in Industry 4.0 digitalization process will be briefly mentioned.

Cultural Elements in Spanish SME Websites and Social Media

The establishment of a professional online corporate presence is an indispensable step for most companies. However, this online presence must consider linguistic, cultural, and technical differences, as well as variations in user expectations across markets. The language industry has responded to these needs by offering two services, namely localization and transcreation, which may act as valuable tools for the adaptation of corporate communications and whose benefits may be particularly advantageous for smaller companies. This study analyzes the application of localization and transcreation processes and strategies in the corporate context, with a focus on Spanish SMEs and English-speaking markets. Results suggest that the signs of the application of these activities in the corporate online field are still scarce. Furthermore, the online presence of both Spanish SMEs and large US corporations show numerous deficiencies, such as partial translations, typos, a non-updated use of social media, and little adaptation to the addressed markets.

Health 4.0

In the new era of Industry 4.0 and on the basis of current knowledge about innovation in Industry 4.0, it has become a pretty clear that Industry 4.0 had a major impact on the manufacturing sector. At its origin, this industry is evolving from manufacturing to service providers. This chapter explains how innovation of new digital services such as Industry 4.0 integrates towards the healthcare system such as Health 4.0 in India. Although innovation is significant among the manufacturing sector, the practice of this concept is still lacking among the service sector such as hospitals. This study will investigate the impact of organizational learning on horizontal technology collaboration and vertical technology collaboration. The study is designed as a quantitative study and the non-probability purposive sampling technique was used. The data was collected from the doctors of small and medium private hospitals. The findings of data analysis reveal that organizational learning has significant positive impact on horizontal technology collaboration and vertical technology collaboration.

Strategic Management in SMEs in Industry 4.0

It is envisioned that the fourth industrial revolution contains many concepts such as modern automation and production systems, data collection, data processing, analysis, and data transfer and consists of intelligent factory applications such as augmented reality, the internet of things, cyber physical, and cyber security systems. It reveals the fact that a new era awaits enterprises in the relationship between technology and production due to these predictions for future changes. SMEs are one of the important segments that these triggers, which are the precursors of structural change, will affect. So how will SMEs experience the Industry 4.0 process? What do unmanned factories mean for SMEs? Which countries/SMEs will have the Industry 4.0 technology and Industry 4.0 infrastructure which require high capital, Which of them will create opportunities? In this chapter, the problems that SMEs will face in the digital transformation process and the political and strategic approaches that can be developed to deal with these problems will be evaluated.

Challenges for Pakistani SMEs in Industry 4.0

Small and medium enterprises (SMEs) play a vital role in the development of any economy. The disruptive technologies of the fourth industrial revolution have ignited the flexibility and dynamic nature of the market. Industry 4.0 requires firms to deliver highly customized and high-quality products at low price and on time. However, the SMEs sector is not performing up to the standard, which is quite disturbing in the current economic situation of the country. This chapter has elaborated the application of advanced information and communication technologies of Industry 4.0 in the context of SMEs. Based on the requirements of Industry 4.0, this chapter has also explored the challenges faced by SMEs in Pakistan. The SMEs in Pakistan are presently coping the challenges such as limited access to finance, the undue compliance and excessive paperwork imposed by regulators, lacking mechanism of talent management, lacking skilled workforce, absence of networking and collaboration, mismanagement of raw material, and insufficient infrastructure.

Chinese SMEs in Industry 4.0

Small and medium enterprises (SMEs) play a vital role in the economic development of the People's Republic of China. SMEs contribute to the total of 60% gross domestic product (GDP) and 80% employment. Chinese SMEs contribute to the more than 50% of the country tax. In 2015, China released the Made-in-China 2025 plan to response to the German Industry 4.0, which focuses on knowledge-, innovation-, and quality-intensive manufacturing for cutting-edge technology, new materials, key parts of major products. The chapter aims to explore the challenges and opportunities faced by SMEs in China in the context of Industry 4.0 and Made-in-China 2025. This chapter has used SWOT analysis to explore the challenges and opportunities of Chinese SMEs. Presently, SMEs are facing limited credit facilities, low innovative human capital, sustainable performance as a challenge, and ineffective performance appraisal. This chapter has presented as internationalization, coastal outsourcing, rising middle-class (high consumption), ‘one belt, one road' opportunities for SMEs in Industry 4.0 context.

Employer's Role Performance Towards Employees' Satisfaction

The wave of the Fourth Industrial Revolution (IR4.0) is a phenomenon in which one or more technologies are replaced by another technology in a short amount of time. In small and medium-sized enterprises (SMEs), some internal and external problem are occurring that suggest change from classical to technological approach. Thus, this chapter aims to establish the relationship between the employees' satisfaction toward their employer's role performance. Based on the power-dependence and agency theories, this study contributes to the SMEs industry in Malaysia and will involve IR4.0 by offering a much more comprehensive theoretical perspective to aid understanding and prepare for the revolution internally. The sample of this study comprises of employees who are working in various sectors of the SMEs industry. G-power technique was employed to find the minimum sample size in this study. Meanwhile, the SPSS and PLS will be used to analyse the data. The practical implication of this research concerns the factors that can enhance employee satisfaction if their company jumps into the IR4.0. Thus, the employer should play the right role to make sure the employees are ready and well prepared for the revolution despite there being environmental uncertainty happening in the process.