Leveraging industry 4.0 – A business model pattern framework

Weking, Jörg; Stöcker, Maria; Kowalkiewicz, Marek; Böhm, Markus; Krcmar, Helmut

doi:10.1016/j.ijpe.2019.107588

Cited by 202 publications

(209 citation statements)

References 53 publications

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“…A number of scholars have called for the creation of frameworks and tools devised to support managers in transforming their organizations according to the Industry's 4.0 paradigm (Chiarini, Belvedere, and Grando 2020;Culot et al 2020;Weking et al 2020;Bibby and Dehe 2018). As argued by Culot et al (2020), the majority of the managerial literature so far has dealt with this topic by providing descriptions and classifications of the various Industry's 4.0 technological enablers.…”

Section: Discussionmentioning

confidence: 99%

“…While this approach is useful in making managers aware of new innovation, it falls short in aligning the choice of the technological enablers to specific business goals. This paper, through a systematic literature review, develops a framework and a web application to guide managers in finding the right technological enablers for their goals (Chiarini, Belvedere, and Grando 2020;Weking et al 2020).…”

Section: Discussionmentioning

confidence: 99%

“…These technologies make product manufacturing more efficient and effective (Rosin et al 2020). On the other hand, certain technologies lead to revolutionary changes in the manufacturers' business, such as the offering of digital products as services (Kohtamäki et al 2020;Weking et al 2020). Thus, the different utilization of Industry's 4.0 technological enablers leads to diverse destinations at the end of an Industry's 4.0 transformative journey.…”

Section: Discussionmentioning

confidence: 99%

“…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%

“…Some Industry's 4.0 technologies (see Competitiveness in Own Sector. This goal refers to the potential increase of competitiveness deriving from the adoption of the Industry's 4.0 paradigm, which is often reported as one of its main goals (Li, Dai, and Cui 2020;Weking et al 2020;Müller et al 2018).…”

Section: Goalsmentioning

confidence: 99%

See 4 more Smart Citations

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%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Goalsmentioning

confidence: 99%

See 3 more Smart Citations

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

View full text Add to dashboard Cite

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The role of industry 4.0‐enabled data‐driven shared platform as an enabler of product‐service system in the context of circular economy: A systematic literature review and future research directions

Atif

2023

Bus Strat Dev

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Creating a sustainable future through Industry 4.0 technologies: Untying the role of circular economy practices and supply chain visibility

Junaid,

Du,

Mubarik

et al. 2024

Bus Strat Env

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The intersection of Industry 4.0 technology (I4.0‐Tech) with sustainability (SUS) remains largely unexplored, particularly due to its interactions with supply chain visibility (SCV) and circular economy practices (CEP). To fill this gap, our study empirically examines I4.0‐Tech's impact on SUS through SCV and CEP. We utilized structural equation modeling to test the hypothesized relationships using data from a survey of 344 medium and large Chinese firms. The empirical findings support the indirect role of I4.0 through SCV, and CEP. I4.0‐Tech enables real‐time material and product tracking for SCV. Optimizing material utilization, fostering closed‐loop supply chains, and allowing circular product design enhance CEP. Furthermore, our findings show a positive relationship between SCV, CEP, and SUS. This highlights the need for robust supply chain capabilities in enabling I4.0‐Tech to drive SUS. This paradigm emphasizes recalibrating approaches to SCV and CEP‐focused frameworks to easily include and exploit I4.0‐Tech. This study contributes to the literature and gives actionable insights for managers and policymakers wanting to synergize I4.0‐Tech, SCV, and CEP in industrial processes to promote sustainability goals and a sustainable future.

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Leveraging industry 4.0 – A business model pattern framework

Cited by 202 publications

References 53 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

The role of industry 4.0‐enabled data‐driven shared platform as an enabler of product‐service system in the context of circular economy: A systematic literature review and future research directions

Creating a sustainable future through Industry 4.0 technologies: Untying the role of circular economy practices and supply chain visibility

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