Industry 4.0, global value chains and international business

Strange, Roger; Zucchella, Antonella

doi:10.1108/mbr-05-2017-0028

Cited by 448 publications

(338 citation statements)

References 25 publications

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“…New business models enable firms to sell services abroad without a physical presence in the country (Brouthers, Geisser, & Rothlauf, 2016;Chen, Shaheer, Yi, & Li, 2019), which changes the nature of firm-specific advantages in IB (Banalieva & Dhanaraj, 2019). Moreover, big data in combination with blockchains, artificial intelligence or additive manufacturing (known as 3D printing) enable realignment of the geographic scope of global value chains (e.g., Laplume, Petersen, & Pearce, 2016) and new forms of supply chain coordination across organizational and geographic boundaries (Kim, Jean, & Sinkovics, 2018;Strange & Zucchella, 2017). This raises interesting research questions on how technological change affects MNE subsidiary management.…”

Section: Disruptive Technological Changementioning

confidence: 99%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

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Multinational enterprise (MNE) subsidiaries abroad are important organizations in their own rights. They typically hold some of the MNE's most critical resources, and operate at the forefront of complex international environments. In this review, we identify and organize theoretical and empirical research on subsidiary management based on over 600 articles in leading academic journals. We develop a conceptual framework that integrates complementary streams of theoretical and empirical research with the subsidiary as its focal unit of analysis. In particular, we review six lines of research on subsidiary scope, practices, knowledge management, engagement with local market and nonmarket actors, performance, and individuals within subsidiaries. We highlight theoretical perspectives that have contributed to, and been advanced by, research on MNE subsidiaries. Based on the review, we explore future research agendas, linking the contemporary research themes with two main thrusts. First, subsidiary management is a multi-level phenomenon that would benefit from more microfoundational research. Second, subsidiary management operates at key interfaces of technology paradigm shifts, and of disruptions in the political and institutional environment. Research into the dynamics of subsidiary management would thus enhance our understanding of international business in a volatile global economy. Journal of International Business Studies (2020) 51, 538-576.

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Section: Disruptive Technological Changementioning

confidence: 99%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

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“…As such it is about the digitisation of all the processes involved in industry and it is typified by a constant communication between not only humans but also devices (Dominici et al 2016). The speed of their integration means that Industry 4.0 seems to be coming to fruition (Strange &Zucchella, 2017 andAlmada-Lobo, 2015).…”

Section: Theoretical Background: Conceptualising Industry 40 and Thementioning

confidence: 99%

A Conceptual Framework for Servitization in Industry 4.0: Distilling Directions for Future Research

Ennis¹,

Barnett²,

Cesare³

et al. 2020

SSRN Journal

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Purpose: This paper focusses on developing further the recent conceptual frameworks of competitive dynamics and business-to-business value ecosystems considering the changing environment of Industry 4.0 and the particular perspective of servitization. Design/Methodology/Approach: This a conceptual paper that reviews and syntheses business model concepts in relation to competitive dynamics, collaborative business ecosystems and supply chain as evolving and reshaping manufacturing and services within Industry 4.0. Findings: The transformation of organizations in light of Industry 4.0 has led to a reframing of business models and practices, such as stakeholder value and supply chain relationships cooperating within a highly dynamic environment. In an attempt to consider the implications that Industry 4.0 has, particularly from the service perspective, this work attempts to distil directions for future research. Originality/Value: Previous studies on Industry 4.0 have articulated the reasoning about the benefits of Industry 4.0, with its paradigm shift to cyber-physical systems and revised business models. The intention of this paper, is to be able to further define collaboration and value ecosystems in order to show the interdependence and integration between organisations as applied to servitization within Industry 4.0. Moreover, this paper seeks to begin to articulate how research can be conducted to determine the degree to which the change and paradigm shift has become a reality.

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“…Another strand of research scrutinises technologies that transform manufacturing and its implications, such as computer modelling, cyber-physical systems, the Internet of Things, cloud computing, big data, augmented reality, industrial automation and robotics and additive technologies (Esmaeilian et al, 2016;Ghobakhloo M., 2018;Kang et al, 2016;Strange and Zucchella, 2017;Tao et al, 2017;Szalavetz, 2018;Wang et al, 2017;Witkowski et al, 2017;Ślusarczyk et al 2019;Alaeddin et al, 2018;Kohnová et al, 2019;Krykavskyy et al, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Patterns of digitalisation in machinery-building industries: evidence from Russia

Turovets

Vishnevskiy

2019

Engineering Management in Production and Services

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Digitalisation in machinery-building is expected to enhance productivity and drive the digital transformation of other industries. The extant literature sparsely describes pathways of different sectors in digitalisation, considering the heterogeneous characteristics of firms and sectors. Emerging economies with important state participation represent a particular interest in this area of research. To this end, a multiple case study method was used to describe a set of determinants revealed from the literature on Russian technological development and innovation in manufacturing. Two different patterns were identified. The first one was typical for large leading firms with state participation, which have a global market presence and a substantial level of interoperability, currently turning into a service business model. Private firms that follow the second pattern focus on physical and digital infrastructure upgrading targeted at particular issues to secure connectivity across departments. The state participation does not have a decisive role in digitalisation decisions; however, it affects the participation of companies in national digital initiatives. This study is a preliminary analysis of the determinants associated with corporate digitalisation from the sectoral perspective. Since both national and corporate strategies are ongoing, it seems premature to make generalised conclusions. Instead, the paper provides useful insights for management and policy that refer to digital technology uptake by machinery-building industries.

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Industry 4.0, global value chains and international business

Cited by 448 publications

References 25 publications

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

A Conceptual Framework for Servitization in Industry 4.0: Distilling Directions for Future Research

Patterns of digitalisation in machinery-building industries: evidence from Russia

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