A qualitative study on industry 4.0 competitiveness in Turkey using Porter diamond model

Erboz, Gizem

doi:10.3926/jiem.2915

Cited by 21 publications

(18 citation statements)

References 32 publications

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“…Ideas in the form of models and practices, such as Industry 4.0, can be adapted, modified or reshaped, but ideas can also take on new forms and meanings as they flow within and between contexts (Sahlin & Wedlin, 2008). Different countries assimilate Industry 4.0 at different levels and patterns (Erboz, 2020).…”

Section: Discussionmentioning

confidence: 99%

An institutional perspective in the industry 4.0 scenario: A systematic literature review

Fogaça

Grijalvo

Neto

2022

JIEM

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Purpose: The growing adoption of Industry 4.0 offers opportunities and promotes changes in markets, business models, supply chains and operations. However, adopting new technologies and practices is beyond the simple rational decision and the search for efficiency. There are contextual social and cultural systems that influence the behavior of people and organizations. Hence, institutional theory can yield interesting insights in the study of Industry 4.0. The purpose of this article is to examine how and to what extent institutional theory has been used to explain Industry 4.0.Design/methodology/approach: A systematic literature review of Industry 4.0 and the broader field of digitalization was performed using Scopus, Web of Science and Google Scholar. The authors analyzed the results using multivariate techniques (Descending Hierarchical Classification and Correspondence Factor Analysis) with the aid of the IRAMUTEQ software.Findings: Results indicate there is little research that uses an institutional perspective to investigate Industry 4.0. Most of them are quantitative and are based on the concept of institutional isomorphism. Qualitative studies, e.g., case studies and the use of theories such as institutional logics and institutional work could generate a richer comprehension of Industry 4.0. Besides, consideration of meso (e.g., organizational fields) and macro (e.g., countries) level of analysis should be more extensively explored.Originality/value: This paper identifies research gaps and points to relevant issues frequently not considered by researchers and practitioners. It reinforces a call for an institutional perspective where the concept of Industry 4.0 can be understood as a rationalized myth. Therefore, the meaning, practices, and consequences of Industry 4.0 implementation are expected to vary across organizations and countries.

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Section: Discussionmentioning

confidence: 99%

An institutional perspective in the industry 4.0 scenario: A systematic literature review

Fogaça

Grijalvo

Neto

2022

JIEM

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“…Figure 2 means that the four internal factors and two external factors that determine the competitiveness of the industry in the diamond model constitute a dynamic system that affects and restricts each other. The factors of production in the diamond model are the necessary foundations of the industry, including human resources, natural resources, knowledge resources, capital resources, and infrastructure ( Erboz, 2020 ). Demand profile is the nature of domestic demand for an industry product or service.…”

Section: Methodsmentioning

confidence: 99%

Cultural industry development from entrepreneurship under the background of rural revitalization strategy

Gao

2022

Front. Psychol.

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The implementation of the rural revitalization strategy can effectively inherit the excellent traditional Chinese culture and facilitate the comprehensive development of the cultural industry. At present, China is promoting the transformation and upgrading of its industrial structure. The criterion for measuring the “cultural soft power” of a country or region is the competitiveness of its cultural industry. The cultural industry has grown rapidly in recent years, and the overall economic benefits of the industry have also improved, effectively alleviating the employment pressure across the country. However, there are still many problems. How to accurately measure the level of competitiveness of the regional cultural industry and enhance its competitiveness is the first problem in the development of the cultural industry. It finds out the main factors that affect the competitiveness of the cultural industry in the context of rural revitalization strategy using the relevant theories of cultural industry and industrial competitiveness. Besides, the evaluation index system of cultural industry competitiveness is constructed from the perspective of the system. The projection pursuit model and data envelopment analysis model are established based on the genetic algorithm. The model is used to carry out empirical research on the competitiveness level of cultural industry in a region, and conclusions are drawn. The average projected value of the base competitiveness in the region exceeds 0.8. The average projected value of dominant competitiveness exceeds 0.7. The average projected value of potential competitiveness exceeds 1.1. This research proposes corresponding suggestions for the problems in the current growth of the cultural industry in this region through the competitiveness of this region and the level of other areas. This study can also provide some help for the in-depth study of the Chinese cultural industry.

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“…Lee et al (2019) demonstrated application of Quality 4.0 in improving competitiveness not only in manufacturing firms, but also in the service firms such as Clova of South Korea. Erboz (2020) established linkage between Industry 4.0 and R&D (Research and Development) process of a firm, and showed how it can improve competitiveness of firms in Turkey. Yadav et al (2020) established that ICT (information and communication technologies) of Industry 4.0/Quality 4.0 and Lean Six Sigma not just influence quality related aspects of an organization but significantly influence performance of other functions also, e.g., purchase, production, supply chain, human-resources, sales, etc.…”

Section: Lean Six Sigma Quality 40 and Competitive Advantagesmentioning

confidence: 99%

Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0

Yadav

Shankar

Singh

2021

JGBC

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The fourth industrial revolution, often termed as Industry 4.0 or Smart Manufacturing, is influencing all aspects of business management. Application of Industry 4.0 for quality management purpose is termed Quality 4.0. Lean Six Sigma (LSS) implementation process is also getting influenced by Quality 4.0. Use of Lean Six Sigma in Industry 4.0/Quality 4.0 can create differentiation in performance, and will improve competitiveness of organizations, besides making them future ready. Critical Success Factors (CSF) for Lean Six Sigma in Quality 4.0 set-up are recently established. However, the hierarchy of Critical Success Factors (CSF) for Lean Six Sigma under Quality 4.0 framework is not yet available. This paper establishes the hierarchy using multiple methodologies including ISM (Interpretive Structural Modelling) and TISM (Total Interpretive Structural Modelling), MICMAC (cross-impact matrix multiplication applied to classification), and Hierarchical Clustering. Managerial and theoretical implications of this study are presented from both Lean Six Sigma, and Information Technology perspectives.

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A qualitative study on industry 4.0 competitiveness in Turkey using Porter diamond model

Cited by 21 publications

References 32 publications

An institutional perspective in the industry 4.0 scenario: A systematic literature review

An institutional perspective in the industry 4.0 scenario: A systematic literature review

Cultural industry development from entrepreneurship under the background of rural revitalization strategy

Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0

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