Abstract
This paper debates the ongoing processes of digital transformation enhanced by the 4th industrial revolution in successful companies which have a long time business history and an international presence. The aim is analyzing how what they have experienced and learned in the 2nd and 3rd industrial revolutions represents key elements that have shaped their DNA and continue to inspire their transformation to the point that the gradual radical change concept is preferred to the concept of disruption. Such learning processes are primary values to transfer in companies’ digital transformation in order to implement it efficiently and effectively creating new opportunities at an international level. The paper leverages on an explorative research based on the empirical setting of three international Italian manufacturing companies that have experienced challenges of the 2nd, 3rd and are now facing an important digital transformation process in a worldwide landscape. A qualitative constructive multiple case research design is conducted to evaluate the conceptual model and some considerations emerged from the analysis. The paper also benefits from 30 years of experience of one of the Authors as Business Development Director of big multinational companies accompanying many enterprises during their digital transformation. This study presents an interpretative framework that provides an exploration of main heritages coming from the past industrial revolutions according to three aspects: business drivers, supply view and entrepreneurial model. The emerged evidences can be taken as lessons by international manufacturing companies in order to implement digital transformation enhancing their international competitiveness.
Highlights
In the last few years, both academics and practitioners have underscored that the disruptive power of digital technologies sub-stands to a new industrial revolution—the so-called 4th industrial revolution—that generates a radical transformation in the market and more generally in the economy (Anderson 2012; Berger 2014; Brynjolfsson and McAfee 2016)
In order to start our discussion, we introduce a conceptual model to focus in detail on the main issues of the 2nd and 3rd industrial revolutions according to three main elements—namely, business drivers, the supply view, and the entrepreneurial model—and to highlight briefly the same elements of the 4th industrial revolution
This paper analyzes the ongoing processes of digital transformation in manufacturing SMEs which have a long time business history
Summary
In the last few years, both academics and practitioners have underscored that the disruptive power of digital technologies sub-stands to a new industrial revolution—the so-called 4th industrial revolution—that generates a radical transformation in the market and more generally in the economy (Anderson 2012; Berger 2014; Brynjolfsson and McAfee 2016). We think that this can occur provided that the companies leverage the lessons of the previous transformation processes Unlike those scholars who demand companies’ digital disruption, stressing the need for a strong discontinuity with the past, we emphasize that international manufacturing SMEs should proceed using a gradual radical change approach that improves transformation processes already started, especially during the 3rd industrial revolution. A qualitative constructive multiple case research design is conducted to evaluate more deeply the conceptual model using an analysis of three international manufacturing SMEs that established their businesses in Italy at least 50 years ago and have become involved in the digital transformation process Through these case studies, we develop a more detailed comprehension of the characteristics and challenges that the company will face as it approaches an international context and transforms its business drivers, supply view, and entrepreneurial model in the 4th industrial revolution.
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