The impact of Industry 4.0 on organizational performance: the case of Pakistan's retail industry

Abstract

PurposeThe purpose of this paper was to assess and determine the impact of the five core technologies of Industry 4.0 (3D Printing, Big Data Analytics, Cloud Computing, Internet of Things (IoT) and Robotics) on the organizational performance of the retail industry in the context of Pakistan.Design/methodology/approachPakistan's retail industry was chosen as the target sector, and the target population was composed of senior-level employees, including managers from first-level positions to top-level positions, as well as subordinate employees working under the supervision of first-level managers, possessing the technological know-how of Industry 4.0. The data were collected through a matrix-based survey questionnaire that was based on a five-point Likert scale, ranging from “strongly agree” to “strongly disagree.” The process of data analysis was conducted using IBM SPSS Statistics.FindingsThe findings obtained by this research work showed a significant relationship among the five core pillars of Industry 4.0 and the organizational performance of Pakistan's retail industry. Besides, the obtained findings provided preliminary evidence that Industry 4.0's disruptive technologies, particularly, 3D printing, big data analytics, cloud computing, IoT and robotics, could help Pakistan's retail industry solve various problems and challenges, such as meager revenues, increased expenses and unorganized systems.Originality/valueThe present study extended the theoretical body of knowledge through studying and examining Industry 4.0's five crucial factors that significantly contribute to the service sector, particularly, the retail industry, of the big emerging markets (BEM) economies, including Pakistan.

Industrial Revolution 4.0 (IR4.0) Readiness Among Industry Players: A Systematic Literature Review

“…al. [50] affirmed that the conducted literature review has served the purpose of developing the problem statement, stating research questions, defining the variables relevant to the problem being investigated by this research work, proposing hypotheses for this research work, and developing a comprehensive research model for the study to be carried out. The introduction section stated a need to study the readiness model with the factors driving and inhibiting the IR4.0 adoption.…”

“…IR4.0 readiness model related Empirical data, method, readiness insight, factors [58], [19], [59], [60], [61], [62], [63], [64], [65] Funding related Policy, requirements [66], [15], [59], [31] Self-assessment related Reason, method, benefit [17], [16], [62], [60], [61], [67] Training related Demand skills, benefit, barrier [68], [18], [69], [15], [70], [71], [72], [24], [50]…”

“…al. [50] that concluded the relationship between the five core pillars of IR4.0 (3D printing, big data analytics, cloud computing, IoT and robotics) and the organizational performance of Pakistan's retail industry, is proportional. The proportionality is proven to increase the performance the Pakistan's retail industry, although relative to other neighboring nations, including India, China and Malaysia, Pakistan's retail industry is lacking significantly.…”

The relational effects of perceived leadership 4.0, workplace ostracism, and innovative work behavior on organizational performance in the fourth industrial revolution (4IR)

“…Therefore, questionnaires were administered to 500 staff from ten Oyo and Lagos States, Nigeria organizations. These ten (10) organizations were chosen from Nigeria's service, financial, and manufacturing industries. Guarantee Trust Bank Plc, FullRange Microfinance Bank Limited, First Bank Plc, Evans industries Limited, Nestlé Nigeria Plc, Friesland Campina Nigeria Plc, IBFC Alliance Limited, United Bank for Africa Plc, DHL Courier Service, and Martyns Consulting Limited.…”

“…Many researchers have focused on relative organizational performance measurements as they depend on quantitative measures to identify opponents [9]. Therefore, organizations must focus on performance assessment mechanisms [10]. [11] noted that Professor Klaus Schwab was the first scholar to coin the term "Leadership 4.0" to mean a fresh leadership style.…”