Impact of digital transformation on the automotive industry

Llopis-Albert, Carlos; Rubio, Francisco

doi:10.1016/j.techfore.2020.120343

Cited by 298 publications

(165 citation statements)

References 22 publications

Supporting

Mentioning

112

Contrasting

Unclassified

Order By: Relevance

“…The first research question was connected with key challenges faced by companies operating in the automotive industry. Based on the [146][147][148] analysis, we think that the main challenge for companies doing activity in the automotive industry nowadays is digital transformation of their processes and the whole economy. This digital transformation is the main part of the so-called Industry 4.0 implementation and must be done by automotive organizations to achieve a sufficient level of competitiveness in this very competitive market.…”

Section: Discussionmentioning

confidence: 99%

Diagnosis of the Maturity Level of Implementing Industry 4.0 Solutions in Selected Functional Areas of Management of Automotive Companies in Poland

et al. 2021

View full text Add to dashboard Cite

The automotive sector is one of the key branches of the global economy. The automotive industry is also a very important sector of the Polish economy, as it generates over 8% of GDP and accounts for over 20% of the annual export value. Industry 4.0 and the effective use of modern technologies give a chance for its further dynamic development. The implementation of Industry 4.0 solutions in the business processes of automotive companies should not only take place in the area of production or logistics, as it is usually indicated, but also in their other functional areas, such as quality management, human resources management, and innovation management. The purpose of the article is to diagnose the level of maturity in the implementation of Industry 4.0 solutions in selected management areas of automotive companies operating in Poland. Using a maturity assessment tool, the authors assessed the level of maturity in six selected functional areas of an enterprise, such as production and logistics management, quality management, human resources management, social and environmental responsibility, and product innovation management. The authors also formulated conclusions and recommendations concerning actions that should be taken by automotive companies in order to achieve higher maturity levels in the implementation of Industry 4.0 solutions.

show abstract

Section: Discussionmentioning

confidence: 99%

Diagnosis of the Maturity Level of Implementing Industry 4.0 Solutions in Selected Functional Areas of Management of Automotive Companies in Poland

et al. 2021

View full text Add to dashboard Cite

show abstract

“…Many start-up companies believe they can disrupt the market by offering a paid free service but eventually fail because of the lack of a strong digital business policy for monetization in the long term. Many large companies slowly drive disruptive services and products due to domestic resistance, but these large companies sometimes fail to react to such great industrial changes (Llopis-Albert et al, 2021). There are various examples of well-known companies trying with successes and failures to change their digital business strategy.…”

Section: Stories Of Success and Failure: The Latest Important Cases For Companiesmentioning

confidence: 99%

Digital leadership in business organizations

Araujo

Priadana

Paramarta

et al. 2021

IJEAMaL

View full text Add to dashboard Cite

The main aim of this report is to identify and describe the idea of digital leadership. For the study, the effects of digital leaders' traits and experience on the digitalization process will be examined. Different multinational and global businesses have been examined to apply the concept of digital leadership to their businesses. In this paper, with the goal of an organizational literature review, we analyze the concept of digital leadership. The paper seeks to identify the digital leadership concept; to analyze these abilities and their impacts deeply in the new digital age. As a result of detailed literature research, digitalization and technological developments lead businesses to transform organizational structures, processes, business models, and strategies. Digital leadership is crucial for organizations to survive in the new digital era by adapting and transforming business strategies. To accomplish business objectives and successfully drive the digital business transformation, digital leaders use and enhance the company's digital assets. Digital leaders have different abilities and perspectives compared to traditional leaders. However, many organizations do not understand digital leaders' value, leading to poor performance and unrecoverable failures. This research paper demonstrates a strong link between digital leadership and corporate success and productivity, following the analysis and clarification of the digital leadership concept generated in the modern age and the review of variable business strategies and positioning of the leadership concept in different sectors.

show abstract

“…In recent years, fuzzy set Qualitative Comparative Analysis (fsQCA) has become more and more popular among scientists interested in analyzing and comparing data related to cases. Although it is mainly used in social sciences, it is now widely used in many research fields [29]. The following features make fsQCA very suitable for our research questions and analysis of our research cases.…”

Section: Methodsmentioning

confidence: 99%

The Total Factor Productivity of China’s Software Industry and its Promotion Path

Zhao

Wang

2021

IEEE Access

View full text Add to dashboard Cite

To reasonably guide and promote the high-quality development of China's software industry through policies, and to improve the total factor productivity (TFP) of China's software industry are the inevitable requirements of the conjunctive development. Previous research mainly used econometric methods to explore the impact of specific variables or factors in different regions on the TFP of the software industry. Here we provide a solution for the path selection to improve the TFP of the software industry. The DEA-Malmquist index analysis method to measure the TFP of the software industry and the fuzzy set qualitative comparative analysis method (fsQCA) are adopted to explore the different promotion paths of provinces based on the relevant data of 29 provinces in China. The results show that 5 path configurations achieve high TFP. Specifically, regions with high TFP in the software industry tend to be those with high enterprise scale, high R&D investment, and high R&D personnel investment. When the scale of enterprises is high, the region should fully consider the degree of R&D investment and the degree of higher education.When the investment of R&D personnel is high, the high education level of human factors and the investment intensity of fixed assets of capital factors should be brought into full play.When the investment in fixed assets and R&D investment are high, the region should fully consider the investment of R&D personnel and the scale of the enterprise.

show abstract

Impact of digital transformation on the automotive industry

Cited by 298 publications

References 22 publications

Diagnosis of the Maturity Level of Implementing Industry 4.0 Solutions in Selected Functional Areas of Management of Automotive Companies in Poland

Diagnosis of the Maturity Level of Implementing Industry 4.0 Solutions in Selected Functional Areas of Management of Automotive Companies in Poland

Digital leadership in business organizations

The Total Factor Productivity of China’s Software Industry and its Promotion Path

Contact Info

Product

Resources

About