A business process and portfolio management approach for Industry 4.0 transformation

Richard, Sophie; Pellerin, Robert; Bellemare, Jocelyn; Perrier, Nathalie

doi:10.1108/bpmj-05-2020-0216

Cited by 31 publications

(29 citation statements)

References 36 publications

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“…Industry 4.0 technologies, therefore, contribute to digital transformation. Some examples have been finding in the manufacturing (Das & Dey, 2021;Sophie et al, 2020) and energy (Borowski, 2021) sectors, but they have been more evident in the automotive and service industries (Demeter et al, 2020;Ghobakhloo, 2018). Although they have been developing in industrialized nations, this study, which covers many large and medium-sized companies from various sectors of economic activity, also demonstrates their effectiveness in emerging economies.…”

Section: Discussionmentioning

confidence: 73%

“…They have recognized the effect that Industry 4.0 has on digital transformation, redefining how these companies have taken advantage of their ownership-location-internalization benefits (Das & Dey, 2021). Although there is no method by which manufacturing companies can select a large number of improvement projects (Sophie, Pellerin, Bellemare & Perrier, 2020) because studies tend to focus on the evaluation and implementation of a single technology, while the transformation of an intelligent plant requires the consolidation and coordination of many initiatives to achieve a global goal. For its part, Borowski (2021) affirms that digitization in the energy sector has exceeded the traditional ranges of productivity improvement of three to five percent per year, with a potential cost improvement of more than 25%, which motivates companies to increase energy efficiency through the implementation of state-of-the-art innovative technical and technological solutions.…”

Section: Technologies Of Industry 40 Social Culture and Organizational Performancementioning

confidence: 99%

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Relationship between social culture, industry 4.0, and organizational performance in the context of emerging economies

Aguilar-Rodríguez

Bernal-Torres

Aldana-Bernal

et al. 2021

JIEM

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Purpose: Was examined the relationship between social culture, Industry 4.0 technologies, and organizational performance in companies from emerging countries.Design/methodology/approach: Were chose medium and large companies from emerging Latin American economies. Colombia and Peru as the most advanced economies, and Ecuador for being in the first phase of growth. It was Data from 428 workers collected through online surveys. The data analysis was carried out using a Structural Equation Model.Findings: The results indicated a relationship between Industry 4.0 technologies and organizational performance and social culture and organizational performance. Furthermore, social culture does not mediate the relationship between Industry 4.0 technologies and organizational performance. Differences were also found among countries. Evidence is provided that Industry 4.0 technologies and social culture lead to better organizational performance.Practical implications: This study showed that, in the context of analysis, the level of maturity regarding the use of 4.0 technologies of medium and large companies is still incipient. Provides (1) information on cultural differences, mainly in the dimensions of Masculinity, Power Distance, and Individualism; and (2) guidelines on the use of Industry 4.0 technologies and their implication in Organizational Performance.Originality/value: The research results provide knowledge of the relationship between 4.0 technologies, social culture, and organizational performance in the context of emerging economies where the subject has been little investigated.

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Section: Discussionmentioning

confidence: 73%

Section: Technologies Of Industry 40 Social Culture and Organizational Performancementioning

confidence: 99%

Relationship between social culture, industry 4.0, and organizational performance in the context of emerging economies

Aguilar-Rodríguez

Bernal-Torres

Aldana-Bernal

et al. 2021

JIEM

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“…Critical reviews [39][40][41][42][43] of existing I4.0 maturity model were also carried out. Other studies aimed to assist manufacturing companies in the complex issue of I4.0 technology selection: decision-making frameworks [44,45] and project-portfolio management models [46] were developed for this purpose. Factors enabling a successful digital transformation were also investigated: some studies argue that leadership assumes a crucial role in the paradigm shift towards I4.0 and investigated leadership characteristics and skills [47,48].…”

Section: Digital Transformation Modelsmentioning

confidence: 99%

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

et al. 2021

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The growing diffusion of digital technologies, especially in production systems, is leading to a new industrial paradigm, named Industry 4.0 (I4.0), which involves disruptive changes in the way companies organize production and create value. Organizations willing to seize the opportunities of I4.0 must thus innovate their processes and business models. The challenges that companies must face for the transition towards I4.0 paradigm are not trivial. Several digital transformation models and roadmaps have been lately proposed in the literature to support companies in such a transition. The literature on change management stresses that about 70% of change initiatives—independently of the aim—fail to achieve their goals due to the implementation of transformation programs that are affected by well-known mistakes or neglect some relevant aspects, such as lack of management support, lack of clearly defined and achievable objectives and poor communication. This paper investigates whether and to what extent the existing digital transformation models (DTMs) and roadmaps for I4.0 transition consider the lessons learnt in the field of change management. To this aim, a Systematic Literature Review to identify existing models and roadmaps is carried out. The results obtained by the review are discussed under the lens of the change-management literature. Based on that, the shortcomings and weaknesses of existing DTMs are pinpointed. Extant DTMs mainly focus on digital transformation initiatives carried out in manufacturing companies; they do not cover all the phases of the digital transformation process but rather focus on the definition of the I4.0 vision, strategy and roadmap. Little attention is devoted to the implementation and consolidation of digital change. Change management lessons are considered to a limited extent, based on which, some suggestions for better dealing with digital transformation initiatives are discussed. The paper contributes to advancing knowledge on models and approaches to support organizations in managing digital transformation. The identification of change management activities that a digital transformation initiative should involve as well as the suggestions on how to effectively deal with it can be used by managers to successfully lead the I4.0 transition journey in their organizations.

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“…In fact, technological advances are at the root of the Industry 4.0 concept, which first emerged at Hannover Messe in 2011, and was initiated by a German government to improve the performance of the industrial sector, and to cope with the increased complexity of manufacturing systems by improving systems integration. In research, Industry 4.0 refers to a set of concepts and technologies that enable decentralized decisions based on real-time connectivity and communication between systems and machines to develop and improve processes, products, and services [16]. This change is driven by various ongoing global megatrends such as globalization, urbanization, individualization, and demographic changes that will significantly affect the entire business environment in the future.…”

Section: Introductionmentioning

confidence: 99%

Leadership in Conditions of Industry 4.0

Puhovichová

Jankelová

2021

SHS Web Conf.

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Nowadays, technological development and innovation play an important role in every enterprise. This is particularly reflected in the increase in competitiveness of any enterprise. It is Industry 4.0 that wants to lead to possible profound changes in several areas that go beyond the industrial sector. Leadership is essential for the successful promotion of a culture of innovation. Therefore, leaders and leadership style play a key role in the paradigm shift towards Industry 4.0. The aim of the theoretical research is to present the key characteristics of Leadership 4.0, the necessary skills of Leaders 4.0 and to introduce appropriate leadership styles in the context of Industry 4.0. Through the available domestic and foreign literature, we have provided a theoretical reality of what leadership in Industry 4.0 conditions should look like. According to results, that we have found out during theoretical research, we have reached conclusions that the core attributes of Leadership 4.0 include communication, knowledge and understanding, well-set standards and methods, coaching, expectations, openness and transparency, trust, employee orientation, and a culture of mistakes. We also pointed out that within the presented leadership matrix, the digital leader represents the most appropriate style within Industry 4.0, and among other things, this leader should dispose of cognitive skills, business skills, interpersonal skills, and strategic skills.

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A business process and portfolio management approach for Industry 4.0 transformation

Cited by 31 publications

References 36 publications

Relationship between social culture, industry 4.0, and organizational performance in the context of emerging economies

Relationship between social culture, industry 4.0, and organizational performance in the context of emerging economies

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

Leadership in Conditions of Industry 4.0

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