Abstract
In the last few years, the management literature has become noisy with Industry 4.0 (I4.0). Although several concepts and typologies intend to make the phenomenon more understandable, these endeavours generally focus on technological aspects or specific issues. Therefore, integrated approaches of the I4.0 transformation on the business side and a comprehensive investigation of this phenomenon on the academic side are still needed. This paper synthetizes the lessons of 15 case studies from five sectors (automotive, FMCG, logistics services, retail, and business services) and places them in a triadic framework of technology, strategy, and organization. The case studies are based on interviews, internal documents and public information. This paper reveals that the analysed companies focus on I4.0 technologies that are substantially related to the development of core activities. Companies in a highly competitive global environment (e.g., automotive industry and business services) are more prepared and progress faster with I4.0 technology implementation.
Highlights
Az elmúlt években a menedzsmentirodalom az Ipar 4.0-tól (I4.0) vált hangossá
The sampling process included only one specific factor: we aimed to study both a) subsidiaries of international corporations and b) locally owned units or units with local HQs
Strategy In contrast to often optimistic expectations (Dalenogare et al, 2018), self-assessment based findings (i.e., LópezGómez, McFarlane, O’Sullivan, & Velu, 2018), and summaries of highly successful digital transformations (World Economic Forum, 2019), our research found that, in most cases, technology upgrades are required to maintain a company’s competitiveness
Summary
Az elmúlt években a menedzsmentirodalom az Ipar 4.0-tól (I4.0) vált hangossá. Bár számos koncepció és kategorizálás létezik, amelyek igyekeznek érthetővé tenni a jelenséget, ezek gyakran a technológiai szempontokra vagy néhány konkrét megoldásra fókuszálnak. The more-trivial representatives of 4.0 technologies, such as 3D printing and big data analytics, are usually discussed in academic studies as specific and separate issues, where the most frequent unit of analysis is the project It supports an understanding of the narrow phenomenon, project-focused approach offers much less insight into company level efforts using I4.0. Managers can be confused when reading two extreme examples, namely, studies on the best companies (see World Economic Forum, 2019) and studies regarding the evidence and expectations of lessexperienced companies (Dalenogare, Benitez, Ayala, & Frank, 2018) This “granular” approach and ambiguous research context create strong barriers, among others, and practically hinder the development of proper recommendations to companies managing I4.0 transformation issues. To grasp the phenomenon in this manner, we applied a technology-strategyorganization framework
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