Abstract
Industry 4.0 affects all business areas as companies need both virtual and physical structures to enable collaboration between machines, devices, and people, as well as rapid adaptation along the value chain. A strong leader will help the smooth execution of Industry 4.0. This study aims to capture the indicators that will assist in designing the Fourth Industrial Leadership Index (4IRLI) in the manufacturing sector. The data collection for this study includes a focus group discussion, in-depth interview, an expert opinion interview, and a survey. Based on experts’ comments and recommendations, the questionnaire was modified to remove vague statements, redundant terms and improve the flow and structure of the questions. The Partial Least Square (PLS) approach is used to analyse the collected data. The Complexity Leadership theory is used as an underlying theory in the study. This study will produce a 4IRLI for manufacturing companies highly involved with the industrial revolution. In doing so, this study will be supporting government initiatives to transform the manufacturing industry into Industry 4.0. This is in line with the United Nations’ Sustainable Development Goals, which aim to build resilient infrastructure, promote sustainable industrialisation, foster innovation, and ensure sustainable consumption and production patterns.
Highlights
Industry 4.0 affects all business areas as companies need both virtual and physical structures to enable collaboration between machines, devices, and people, as well as rapid adaptation along the value chain
This study aims to capture the indicators that will assist in designing the Fourth Industrial Leadership Index (4IRLI) in the manufacturing sector
This study had adapted the guidelines suggested by Crossman (2019) to determine the Leadership 4.0 Index, which sought the validation of the indicators of Leadership 4.0 through the face and content validity, uni-dimensionality, and empirical relationships of indicators included in the index
Summary
Industry 4.0 affects all business areas as companies need both virtual and physical structures to enable collaboration between machines, devices, and people, as well as rapid adaptation along the value chain. Industry 4.0 is not limited to only industrial production It is manifested in all aspects of society, including technology, production, consumption, and business, and it is influencing every field of human life (Lalanda, Morand, & Chollet, 2017; Sheng-Feng & Cheng, 2017; Theorin et al, 2017). Companies are converting their workplaces into digital workplaces across different sectors and regardless of organisation size. Manufacturing companies need new strategic approaches for holistic human resource management to cope with knowledge and competence challenges related to new technologies and processes of Industry 4.0 (Hecklau et al, 2016)
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