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The knowledge sharing creates a collaborative environment which contributes to creation of flexibility and meeting demands in supply chain. It guarantees the access of members to external knowledge and overall supply chain improvement in competitive environment. The steel industry as the second “key” and “strategic” industry after oil and petrochemical industry in Iran as one of the important countries in middle-east and due to its importance for development but also due to the characteristics of its cost accounting system is selected as case study. Regarding to, this study aimed to design a comprehensive list containing all knowledge sharing (KS) motivational factors for steel industries supply chain. Thus, a mixed method of qualitative (a three-phase Delphi method) and quantitative (decision-making trial and evaluation laboratory-DEMATEL) has been adopted. At first stage, the 33 motivational factors of KS were identified through literature review. Then using Delphi method, respondents were provided with the findings from the literature to shortlist and merge the factors based on steel industry supply chain features. Due to different theoretical and practical standpoints of views about KS motivators in steel industry supply chain, 30 respondents (experts) participated. The final factors extracted via Delphi method was 15. Then, DEMATEL method was used to find interdependence among factors. At the end, cost accounting system for each factor were asked from knowledge management departments in steel supply chain. The results indicated that majority of the costs in steel industry supply chain is spent in decreasing power and sense of ownership of knowledge, improving culture and expectations, and improving personal contact and interaction, team culture, rewards, strategic thinking, and individual management of time, respectively. Whereas, the results of DEMATEL technique indicated that team culture, power, and sense of ownership of knowledge; personal contact and interaction; trust; culture; and expectations are the 5th high ranking factors. Although there are plenty of techniques used for improving team culture such as community of practice, after action review, Knowledge caf’e, it is not so dominant in cost accounting system. Hopefully, departments consider power and sense of ownership of knowledge more carefully. Managers in steel supply chain pay more attention to cultural issues by having educational courses. Strategic thinking is not among the highest-ranking factors, but there are costs spent for it in steel supply chain which should be pondered upon it.
The knowledge sharing creates a collaborative environment which contributes to creation of flexibility and meeting demands in supply chain. It guarantees the access of members to external knowledge and overall supply chain improvement in competitive environment. The steel industry as the second “key” and “strategic” industry after oil and petrochemical industry in Iran as one of the important countries in middle-east and due to its importance for development but also due to the characteristics of its cost accounting system is selected as case study. Regarding to, this study aimed to design a comprehensive list containing all knowledge sharing (KS) motivational factors for steel industries supply chain. Thus, a mixed method of qualitative (a three-phase Delphi method) and quantitative (decision-making trial and evaluation laboratory-DEMATEL) has been adopted. At first stage, the 33 motivational factors of KS were identified through literature review. Then using Delphi method, respondents were provided with the findings from the literature to shortlist and merge the factors based on steel industry supply chain features. Due to different theoretical and practical standpoints of views about KS motivators in steel industry supply chain, 30 respondents (experts) participated. The final factors extracted via Delphi method was 15. Then, DEMATEL method was used to find interdependence among factors. At the end, cost accounting system for each factor were asked from knowledge management departments in steel supply chain. The results indicated that majority of the costs in steel industry supply chain is spent in decreasing power and sense of ownership of knowledge, improving culture and expectations, and improving personal contact and interaction, team culture, rewards, strategic thinking, and individual management of time, respectively. Whereas, the results of DEMATEL technique indicated that team culture, power, and sense of ownership of knowledge; personal contact and interaction; trust; culture; and expectations are the 5th high ranking factors. Although there are plenty of techniques used for improving team culture such as community of practice, after action review, Knowledge caf’e, it is not so dominant in cost accounting system. Hopefully, departments consider power and sense of ownership of knowledge more carefully. Managers in steel supply chain pay more attention to cultural issues by having educational courses. Strategic thinking is not among the highest-ranking factors, but there are costs spent for it in steel supply chain which should be pondered upon it.
Background: Firms in the Marche Region, Italy, seem to struggle with understanding the importance of Industry 4.0 technologies, including blockchain technology, and delay the adoption of these innovative technologies. Methods: This paper is based on findings of three levels of qualitative analysis: the first one is a literature review; the second uses secondary sources about the diffusion of Industry 4.0 in the Marche Region and the local institutions and policies favouring it, retrieved from institutional websites and web searches; the third uses primary data which has been collected through an explorative survey conducted by sending a questionnaire to local innovative firms between 25th and the 27th of October 2022. Results: The literature review shows that collaboration between triple helix actors can foster innovation in firms. Secondary data about firms in the Marche Region describes an economy made prevalently of micro enterprises not capable of adopting Industry 4.0 technologies, and individuates some institutions located in the region having the role of innovation intermediaries that help firms innovate. Among the secondary sources, the new Smart Specialisation Strategy 2021-2027 of the Marche Region emphasises the role of Industry 4.0 for economic development which requires the involvement of the research and innovation actors present in the region. The survey conducted for this study shows that the firms that adopted Industry 4.0 technologies have strong ties and collaboration with triple helix institutions. Conclusions: Based on the findings, a triple helix model is proposed to foster the diffusion of Industry 4.0 technologies in the Marche Region, where innovation intermediaries are called to manage knowledge flows both among them and between academia, government, and industry, to activate a virtuous cycle of innovation adoption and valorisation.
Background Firms in the Marche Region, Italy, seem to struggle with understanding the importance of Industry 4.0 technologies, including blockchain technology, and delay the adoption of these innovative technologies. Methods This paper is based on findings of three levels of qualitative analysis: the first one is a literature review; the second uses secondary sources about the diffusion of Industry 4.0 in the Marche Region and the local institutions and policies favouring it, retrieved from institutional websites and web searches; the third uses primary data which has been collected through an explorative survey conducted by sending a questionnaire to local innovative firms between 25th and the 27th of October 2022. Results The literature review shows that collaboration between triple helix actors can foster innovation in firms. Secondary data about firms in the Marche Region describes an economy made prevalently of micro enterprises not capable of adopting Industry 4.0 technologies, and individuates some institutions located in the region having the role of innovation intermediaries that help firms innovate. Among the secondary sources, the new Smart Specialisation Strategy 2021-2027 of the Marche Region emphasises the role of Industry 4.0 for economic development which requires the involvement of the research and innovation actors present in the region. The survey conducted for this study shows that the firms that adopted Industry 4.0 technologies have strong ties and collaboration with triple helix institutions. Conclusions Based on the findings, a triple helix model is proposed to foster the diffusion of Industry 4.0 technologies in the Marche Region, where innovation intermediaries are called to manage knowledge flows both among them and between academia, government, and industry, to activate a virtuous cycle of innovation adoption and valorisation.
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