Business intelligence and analytics value creation in Industry 4.0: a multiple case study in manufacturing medium enterprises

Bordeleau, Fanny-Ève; Mosconi, Elaine; Santa-Eulalia, Luís Antonio de

doi:10.1080/09537287.2019.1631458

Cited by 97 publications

(64 citation statements)

References 40 publications

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“…The main goal linked to this transformation is that of competitiveness outside the traditional manufacturing sector, that is, the selling of stand-alone products. Manufacturers willing to compete in different business sectors, to reach out to new customer segments, to turn a profit out of product data, and to exploit unexplored revenue models should consider this transformation (Bordeleau, Mosconi, and de Santa-Eulalia 2020;Weking et al 2020;Schroeder et al 2019). Since this transformation relies on customers' collaboration, it facilitates closed-loop offerings in which manufacturers engage in the life-long management of their products enabling them to build added-value services on top of this relationship (Rosa et al 2020;Kohtamäki et al 2019).…”

Section: Discussionmentioning

confidence: 99%

Industry’s 4.0 transformation process: how to start, where to aim, what to be aware of

Calabrese

Dora

Ghiron

et al. 2020

Production Planning & Control

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Industry 4.0 has fused digitalisation with traditional industrial processes bridging the physical and virtual worlds and opening unimagined possibilities for 21st century business growth. Research is still evolving toward the development of frameworks linking Industry's 4.0 enabling technologies to specific goals and to their impact on the manufacturers' businesses. A systematic review of all peer-reviewed managerial research is performed to extract Industry's 4.0 enabling technologies, barriers and goals. A framework linking technologies, barriers, and goals is then developed together with a web application based on its contents. The use of the framework is demonstrated through its application to two specific empirical case studies. The review shows that there are 9 classes of Industry's 4.0 enabling technologies, whose different arrangements lead to the achievement of up to 15 business goals that can be thwarted by 21 barriers. The pursuit of these goals leads to three different destinations, i.e., three diverse digital transformations of the manufacturing firms. This paper provides a holistic framework that analyses the relationships among Industry's 4.0 enabling technologies, barriers and goals. It appeals to managers who can use its contents along with the web application to derive recommendations and suggestions tailored to their Industry's 4.0 journeys.

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Section: Discussionmentioning

confidence: 99%

Industry’s 4.0 transformation process: how to start, where to aim, what to be aware of

Calabrese

Dora

Ghiron

et al. 2020

Production Planning & Control

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“…The manufacturing company, which is in the heart of the ecosystem, is not only connected to its direct suppliers but also somewhat connected to tier 2 or even tier 3 of suppliers to enhance raw material quality and make their product more suitable for their customers (Bordeleau et al, 2020). Even more, most of the manufacturing companies have multiple suppliers that need to coordinate and manage carefully (Benitez et al, 2020;Schniederjans et al, 2020).…”

Section: Digital Transformation and The Manufacturing Ecosystemmentioning

confidence: 99%

Understanding digital transformation in the manufacturing industry: a systematic literature review and future trends

Abdallah¹,

Shehab²,

Al-Ashaab³

2021

Product

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Digital transformation is one of the most evolving areas both in the research literature and in industrial applications. No doubt that this process will be crucial in the survival of any manufacturing organisation in the future, especially during the current COVID-19 crisis. This paper aims to present a review of the concept in the manufacturing industry through the literature currently available on the topic. The literature was classified, and the results of each study were analysed. From this review, six critical findings have been identified in this paper. First, this paper proposes a definition of Digital Transformation and its concept development in the manufacturing industry. Moreover, significant challenges that exist in the manufacturing industry in the implementation of the digital transformation process have been classified as well as the major enabling technologies that help to implement the Digital Transformation. Finally, the benefits of implementing Digital Transformation in the manufacturing industry and its impact on the manufacturing ecosystem have been highlighted. Following a comprehensive review of the literature, future research directions are formulated to identify abundant research opportunities.

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“…Additionally, in current contexts of digital transformation, and Industry 4.0 where CI is needed (Ottonicar et al 2018) including the assimilation capability (Hassani and Mosconi, 2018), it would be relevant that future research could investigate the role of analytics capability on innovation performance. In link with the own-manager, future research can also study the managers' ambidexterity, which it is important for intelligence-based activities (Bordeleau et al, 2020).…”

Section: Conclusion Limitations and Future Researchmentioning

confidence: 99%

Competitive intelligence and absorptive capacity for enhancing innovation performance of SMEs

Hassani¹,

Mosconi²

2021

JISIB

Self Cite

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In dynamic and complex environments, it can be difficult for small and mediumsizedenterprises (SMEs) to achieve business performance, innovate and survive, even thoughthese actions are crucial for economic growth and competitiveness. Competitive intelligence (CI)appears as a strategic practice to help them. Although there are many theoretical studies thatpropose the relationship between CI and innovation, few studies have conducted empiricalstudies in the context of SMEs. The objective of this paper is to investigate how competitiveintelligence enhances innovation performance in the context of a SME. Based on a literaturereview and empirical data from several interviews with managers of one SME, our findingsallowed us to propose a framework showing the contribution of CI to innovation performancerelying on absorptive capacity. Our findings also highlight that a prospector owner-managercan improve the results of CI in the SME and contribute to better innovation performance.

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Business intelligence and analytics value creation in Industry 4.0: a multiple case study in manufacturing medium enterprises

Cited by 97 publications

References 40 publications

Industry’s 4.0 transformation process: how to start, where to aim, what to be aware of

Industry’s 4.0 transformation process: how to start, where to aim, what to be aware of

Understanding digital transformation in the manufacturing industry: a systematic literature review and future trends

Competitive intelligence and absorptive capacity for enhancing innovation performance of SMEs

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