Dynamic development of manufacturing Industry 4.0 is a result of some processes, for example: internationalization, information technology development and also hyper competition. The demand for special skills will drive the shift of job creation within the Industry 4.0 requiring more qualified managers. The high tech manufacturing environment will need both skilled managerial labor and production labor with expertise to work with new materials, machines, and especially information. The demand for special skills will drive the shift of job creation within the Industry 4.0 requiring more qualified managers. The purpose of this article is to find the answer to the following question: what kind of competencies needs contemporary managers to cope with new challenges in Industry 4.0? In this paper the literature review in question has been a point of departure for empirical studies. The presented study contributes to research by providing a starting-point for further research regarding employee competencies for Industry 4.0.
This paper attempts to answer the following question: what competencies seem essential for future managers of Industry 4.0? The pharmaceutical and automotive sector were selected for the purpose of study. Both sectors are oriented toward ongoing improvement of competencies. In the article a comparative analysis of the expectations of practitioners and visions of scientists, theoreticians and students was carried out.
Knowledge in complex systems (supply networks or inter-organisational networks) is refined, among others, through dialogue, discussion, common experiences and observations. Such a knowledge evolves from dispersed knowledge into a single, consistent resource, difficult to imitate or duplicate in a different system. The method of knowledge acquisition has been discussed in the SECI model. In this paper the model in question has been a point of departure for empirical studies. They present methods of knowledge acquisition in complex systems.
Purpose: In a turbulent economic environment, dealing with global changes brought about by pandemics and war conflicts, the use of legacy social competences needed to successfully run companies in supply chains has been challenged. Using legacy tools is not enough, as social competencies need to meet the digitalization of supply chains. The purpose of this article is to outline the patterns of competencies during economic crises and to establish the suitability of specific social competencies for running a business in a turbulent environment.Design/Methodology/Approach: A survey of selected pharmaceutical industry experts was conducted in 2017 and 2020. These experts are highly qualified managers employed by transnational companies. Respondents were asked to determine the importance and relevance of the social competences chosen. Ten experts participated in the study and completed a survey form. The pharmaceutical sector was selected for the survey. This choice was motivated primarily by its specificity. The pharmaceutical sector is of exceptional importance, not only economically, but also socially, providing medicines to save lives.Findings: When analysing social competencies, one can see a variety of intercultural skills, foreign language skills, the ability to compromise, the ability to transfer knowledge and, finally, the ability to adapt to change. This is a must-have set for managers who want to manage international teams in times of economic crises.Implications/limitations: The proposed set of social competences and the pattern of management of these competences is so universal that comparative analysis in many industries can be carried out using it. It is also worth considering comparative studies in several countries of the same industry.Originality/value: This paper aims to answer the following question: which social competences are proving essential for future managers in the pharmaceutical industry in an unstable environment? The answer to this question is crucial for research and educational institutions aiming to develop social competences in future leaders.Keywords: social competence, economic crisis, key competencies, social capitalPaper type: Conceptual paper
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