Abstract
PurposeThis paper explores the orchestration of digital innovation in Industry 4.0 organisations.Design/methodology/approachThe study applies the activity theory to explorative multiple case studies. Observations of innovation activities in five business cases take place at two large international organisations.FindingsThe results underline five logics of action that drive digital innovation: (1) digital transformation, (2) technology translation, (3) catalyst agents, (4) digital thread and (5) empowerment. Further, the case study organisations highlight the importance of developing a sustainable culture capable of continuously adopting new technologies, processes and infrastructure that will allow the management of digital innovations.Originality/valueThe study empirically shows the motivations and challenges in orchestrating digital innovation in Industry 4.0 organisations.
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