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Before and aftermath of COVID-19 has created multiple waves of digital transformation adoption in supply chain management. The power of potential benefits is realised as a multitude however the transformation phases are not sustainable. This editorial special issue has edited papers of scholarly research contributions to the theory and practice of digital transformation aspects in the field of logistics and supply chain management. Based on the summary of each contribution and an extended literature review on the theme, this editorial paper proposes a novel framework that could facilitate the logistics industry at times of disruptive technologies when firms are struggling to cope with the challenges created due to the COVID-19 pandemic and the recovery. [ABSTRACT FROM AUTHOR]

In disrupted environments, the concept of digitalisation, viability, and sustainability have attracted considerable attention for the last decade. Digital, lean, and green capabilities have stimulated enormous advances in the development of industries. This paper discusses the current state of the art literature regarding sustainable and digital supply chain management performance. It reviews the relationship between digital technologies, lean, green, sustainability, and supply chain performance. A literature review approach, combined with a bibliometric analysis was adopted for robust field analysis. A set of 86 papers has been analysed and synthesised. The analysis of these papers has enabled the identification of the impact of Industry 4.0 technologies on the supply chain performance; the relationship of lean, green, and sustainability capabilities and digital supply chain; and the implications of the digital transformation of those capabilities. It presents a roadmap model integrating lean and green for viable, sustainable, and digital supply chain performance. The study is useful for academics and practitioners as it provides a roadmap framework and a solid background for integrating lean and green in the digital supply chain to achieve sustainable and viable performance as it outlines the necessity for incorporating the sustainability and viability performances in the digital supply chains. [ABSTRACT FROM AUTHOR]

In a world bombarded with unprecedented challenges, it is paramount for organizations to embrace resilience in all their processes, albeit supply chain management. In the wake of ever-intensifying race for digital transformation, it is crucial for organizations to follow structured roadmaps towards building digital supply chain resilience (DSCR) through striking a balance between supply chain resilience (SCR) and supply chain vulnerabilities (SCV), in a manner that does not erode profits, neither expose the organization to increasing vulnerabilities. The paper addresses the evolution of SCR, the SCR and SCV drivers, and recommends investment in particular Industry 4.0 (I4.0) enablers. The outcomes of this paper are (a) a discussion of the complementary relationship between SCR and SCV drivers; (b) a thorough understanding of the possible contributions of I4.0 technologies towards DSCR; and (c) a roadmap for future research into the integration of SCR drivers and SCV constrained by the resilience fitness space (RFS). [ABSTRACT FROM AUTHOR]

The purpose of this study is to explore the emerging issue of Digital Transformation (DT) in the Greek fashion industry, which according to literature, is highly fragmented, populated by a large number of digitally immature SMEs and financially strained, even before the outburst of the COVID-19 crisis. This paper aims to explore the current level of knowledge, understanding and adoption of Digital Transformation from fashion companies in Greece, by evaluating the results of an online survey of sixty middle and top-level executives from the fashion industry. The descriptive analysis of the survey data reveals the aforementioned technology lag and -among other findings- showcases the need for a more comprehensive, efficient, structured, less fragmented and coordinated approach towards developing a digital strategy and implementation roadmap that will guide fashion companies through the harsh realities of the post-COVID19 era, as dictated and imposed by the 'next normal' for manufacturers and retailers all over the world. [ABSTRACT FROM AUTHOR]

This paper provides firm-level evidence on how subsidies to buyers of advanced digital production technologies work in sustaining private investments in innovation, and how such investments correlate with firms' demand for labor. By exploiting the introduction in 2017 of a fiscal incentive granted to all Italian companies purchasing tangible goods instrumental to their digital transformation, we are able to quantify the volume of the subsidized investments within the national economy, to correlate the decision to invest with ex-ante structural and strategic characteristics of the beneficiary firms, and to evaluate the labor market effects (hirings and separations) of these investments at the firm level, for different classes of workers and firms. Overall, the analysis suggests that the policy has been so far an effective means to support the advanced digital technology transformation of the Italian production system and that such transformation has been positively correlated with employment growth at investing firms. [ABSTRACT FROM AUTHOR]

Health organisations have adopted technologies since the 1960s, but only after the Industry 4.0 were such technologies systematized and organised under the H4.0 acronym. The pace at which digital information and communication applications have been developed in recent years challenge healthcare managers to choose assertively those with the largest potential impacts on their operations. In this paper, we propose using value stream mapping, a technique from the lean healthcare (LH) toolbox, to guide the choice of H4.0 digital applications that are more likely to support the improvement of value flows in healthcare organisations. We propose a three-step method, starting with mapping current and future value streams of the process under analysis, gathering data from team members on the indicated kaizen bursts and H4.0 digital applications, and finally assessing and ranking H4.0 digital applications that best support improvements and comply with attributes that characterise successful technological innovations. Our propositions are illustrated through a case study conducted in the sterilisation unit of a large public university hospital. Our findings indicate that three H4.0 digital applications should be prioritised to support the improvement of the value stream under analysis. Our method combines the simplicity of LH with more sophisticated solutions brought by H4.0. [ABSTRACT FROM AUTHOR]

This paper provides a structured literature review (SLR) on knowledge management (KM), digital transformation (DT), and Industry 4.0, defining these new research streams' interactions, ties, and interdependencies. Playing an essential role in a progressive discipline, our research summarises the state of the art of the past literature using rigorous methodological approach. The researchers adopt the Scopus database in their analysis and use the Bibliometrix R package. The analysis reveals 761 peer-reviewed English articles. The study shows several research clusters: KM and DT; KM and innovation ecosystems; KM and frontier technologies; and KM, decision-making, and Industry 4.0. Additionally, our paper contributes to identifying a flourishing field of research that has uncovered a previously unknown and exciting link between KM, DT, and the public sector. Finally, the article emphasises the crucial role of DT in KM development, addressing future research perspectives as quantitative and joint academics and practitioners' analysis. [ABSTRACT FROM AUTHOR]

The unfolding of the digital transformation, often associated with the advent of the Fourth Industrial Revolution, has been attracting increasing attention in diverse academic disciplines. The related research has already populated several special issues that represent important guideposts for future studies on the topic. However, a paper collection with an 'Industry and Innovation' perspective, dealing with how firms behave, innovate, and perform in the new industrial paradigm, is still missing. This special issue aims to fill this gap. The six research articles investigate how firms face digital transformation from three different angles, looking at its determinants, the patterns of its unfolding, and its techno-economic effects. The variety of the theoretical backgrounds, data sources, and empirical methodologies, along with the originality and managerial/policy relevance of their results, make the special issue a privileged point of view to investigate the new industrial paradigm. [ABSTRACT FROM AUTHOR]

The Fourth Industrial Revolution, also known as Industry 4.0, stems from the rapid advancement of digital technologies such as the Internet of Things and Cyber-Physical Production Systems. It has the potential to weave positive changes to firms and impact organizational structure layers. Therefore, it provides an impetus for the collaboration of factories, suppliers, and customers. Nevertheless, due to the difference of Industry 4.0 vision among companies, there is a lack of unified perception and approach of its implementation roadmap. Therefore, many firms in both developed and developing countries that step in the way of digital transformation encounter not only organizational, technological, and operational challenges but are also compelled to cope with a large deal of confusion. Hence, this paper aims to identify the main concepts, characteristics, and technology enablers related to Industry 4.0 to provide stakeholders with a clear understanding of this paradigm. It then clusters and matches the derived concepts and characteristics associated with Industry 4.0. Further, the paper provides an analysis of how these clusters are supported by technology enablers of Industry 4.0, as well as managerial implications. [ABSTRACT FROM AUTHOR]

One of the key aspects of digitalization brought by Industry 4.0 is driven by the Internet of Things. Perhaps, the most interesting component of digital transformation is Augmented Reality. Augmented reality is merging the digital and physical worlds in the same experience. This new technology is accepted and applications are initiated in various areas including manufacturing. The main usage area in manufacturing is planning, execution, and verification of the assembly and maintenance operations. Likewise, augmented reality is used in the training of inexperienced people and to guide them by remote expert support. However, the augmented reality application selection, especially for non-technology savvy manufacturing organizations is challenging. Detailed and time-consuming analyses are required to understand the key features to compare and select the most suitable augmented reality application. In this paper, the most critical nine augmented reality software selection criteria are identified. To help organizations to apply such criteria and make a selection that is most suitable for the enterprise, a multi criteria decision-making approach is suggested. The suggested method is based on a fuzzy spherical number. The complex proportional assessment method is used to calculate the rankings. Therefore, the suggested method is called SF-COPRAS. Moreover, the detailed definition of augmented reality features and terminologies is explained. Several augmented reality use-case scenarios are discussed for manufacturing organizations on their Industry 4.0 initiatives. This paper aims to guide decision makers on their augmented reality software selection journey. The offered framework aims to save time for investigating augmented reality solution features systematically and objectively. [ABSTRACT FROM AUTHOR]

The fourth Industrial Revolution is in full swing, the whole world is pondering the same question: Where is the core breakthrough? With the continuous breakthrough and extensive application of cloud computing, big data, artificial intelligence and other next-generation information technologies, One sign has emerged: digital economy is becoming a new driving force for global economic growth. The impact of digital transformation on enterprises is to improve the quality and efficiency、Improve information quality, Or spread out limited resources and reduce productivity, There is no consensus among academics. To fill that gap, this paper aims to sort out the internal mechanism of how digital transformation improves the output quality of the technological innovation of enterprises from a theoretical perspective, and to establish a digital transformation index at the micro level. On this basis, this study empirically examines how digital transformation affects the output quality of technological innovation.we adopts panel data. It uses data collected from 159 manufacturing enterprises in China. By adopting the methods of PLS structural equation and fuzzy set qualitative comparative analysis (fsQCA), it empirically tests the research model and conducts a mediation analysis through regression analysis. The findings indicated that, Digital transformation can help manufacturing enterprises to improve the output quality of their technological innovation; digital infrastructure plays a significant mediating role between digital transformation and the output quality of technological innovation; the investment of manufacturing enterprises in software and hardware digital infrastructure have a positive impact on the output quality of technological innovation. There is a complementary relationship between the two. The paper was conducted in the context of Chinese culture and can be generalized to other Asian countries. We believe that the research conclusions of this study have important practical significance for how manufacturing enterprises can effectively carry out digital transformation and improve the output quality of technological innovation. [ABSTRACT FROM AUTHOR]

The current pandemic situation has forced organisations to adapt quickly and change processes through digital transformation. Businesses began to interact with consumers online and generally had to adjust existing processes and develop or improve the products and services offered. The agile transformation as part of Industry 4.0 started several years ago and in the current situation can be considered the best starting point for ongoing changes. The agile approach is mostly used in the field of IT, where it has penetrated mainly into software solutions and project management. Later, this concept began to penetrate deeper into several areas of the organisation, today we can talk about the company-wide transformation into an agile platform. While agility was initially perceived as a benefit, especially for software solutions, today it helps in successful business mainly by penetrating the organisational culture in which organisations define the desired values, ideas and procedures of employee behaviour in the organisation and is able to implement agile management principles. In the presented article, we present the results of research focussed on the analysis of the current state of application of agile management methods in companies operating in Slovakia and the Czech Republic. The aim of this paper is to identify the approach to building an agile culture as a basic prerequisite for their effective implementation. The contribution of this article to agile management research is to identify specific aspects of agile culture that support agile management functioning. The size of the examined sample and the comparison of the results between the group of companies in the Slovak Republic and the Czech Republic provide findings with a high degree of reliability. [ABSTRACT FROM AUTHOR]

Although the term Operational Excellence (OE) has been widely applied over the past few decades, its meaning is still ill-defined. This issue may be especially aggravated after the advent of the Industry 4.0 (I4.0), which introduces disruptive digital technologies that may help to overcome traditional barriers in operations management. This paper examines the concept of OE in the Fourth Industrial Revolution. For that, we conducted semi-structured interviews with experts from both academia and manufacturing companies, focusing on the shifts in OE's concepts implied by the I4.0 with regards to four key aspects (people, partnerships, processes, and products and services). Experts' responses had their content analysed through the lens of General Systems Theory, which allowed the formulation of propositions towards the conceptualization of OE in the digital transformation era. Our findings indicated that, although some attributes may remain the same, the emphasis of OE in the Fourth Industrial Revolution is likely to change. The extensive integration of digital technologies into manufacturing companies tends to entail different expectations in terms of excellence in people, partnerships, processes, and products and services. As interconnectivity and cyber-physical systems gain prominence, a more integrative and systemic perspective of OE is facilitated, expanding its meaning and understanding. [ABSTRACT FROM AUTHOR]

Based on the case study of the Hamburg aviation cluster (HAv), this paper touches upon the nature of cluster processes in digital transformation (Industry 4.0). The discussion is carried out with reference to the concept of hubbing, while highlighting the difference between classic internationalization. The aim of the paper is to unearth the nature of the cluster's external expansion in the digitally reshaped era by investigating the case of an advanced aviation cluster officially branded as an Industry 4.0 cluster. [ABSTRACT FROM AUTHOR]

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 towards 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. [ABSTRACT FROM AUTHOR]

Industry 4.0 is transforming how businesses innovate and, as a result, companies are spearheading the movement towards 'Digital Transformation'. While some scholars advocate the use of design thinking to identify new innovative behaviours, cognition experts emphasise the importance of top managers in supporting employees to develop these behaviours. However, there is a dearth of research in this domain and companies are struggling to implement the required behaviours. To address this gap, this study aims to identify and prioritise behavioural strategies conducive to design thinking to inform the creation of a managerial mental model. We identify 20 behavioural strategies from 45 interviewees with practitioners and educators and combine them with the concepts of 'paradigm-mindset-mental model' from cognition theory. The paper contributes to the body of knowledge by identifying and prioritising specific behavioural strategies to form a novel set of survival conditions aligned to the new industrial paradigm of Industry 4.0. [ABSTRACT FROM AUTHOR]

This paper proposes a new Readiness Model, 3D-CUBE, to assess the current state of manufacturing companies in the digital transformation context. Using a systematic literature review with 8-Steps-Search-Flow and a hypothetical-deductive framework (considering maturity as an 'input' enabler and not as an 'output'), the best information of 63 existing models was selected from 486 studies found in 10 databases. The 3D-CUBE was elaborated, with 3 dimensions (X = Organizational , Y = Technological , and Z = Process Maturity), 6 sub-dimensions, and 21 elements, including a scale 0-5 to assess the company readiness level. For the company's Data Collection, a 3D-CUBE Questionnaire was developed, which provides a radar graph and calculates the company's score with a readiness vector R=(X,Y,Z). Based on the existing model's shortcoming, 3D-CUBE is a new contribution to this research stream, to help companies in getting ready for Industry 4.0.. [ABSTRACT FROM AUTHOR]

Today's global supply chain (SC) is grappling with unprecedented challenges, which rendered conventional SC resilience (SCR) inadequate. In the wake of the Industry 4.0 (I4.0) age, investment in digital SCR (DSCR) relying on I4.0 technologies can potentially enhance organizations abilities to detect, avoid, respond to, and recover from disruptions promptly and efficiently. Literature most focuses on traditional SCR, while DSCR remains incipient. From this, this paper conducts a comprehensive literature review on the SCR, I4.0, and investment (INV) interplays to identify potential research gaps and avenues. It is revealed the integration of SCR-I4.0-INV as a complex and multifaceted process that requires holistic approaches. Some research gaps include the need for empirical studies on DSCR impacts, the role of organizational culture in supporting digital transformation, and investment and resilience trade-offs. This research provides insights for decision-makers and policymakers seeking to develop strategies for promoting resilient SCs in the digital transformation era. [ABSTRACT FROM AUTHOR]

Research abstract: This paper uses an essay format to set out the major issues of attracting FDI in times of digital business transformation. It departs from identifying the changing nature of international production patterns and altering profiles of MNEs due to fourth industrial revolution and discusses the implication of thereof on FDI policy designing and implementing. It diagnoses the likely evolution of such policy aiming at attracting digital FDI and outlines the related challenges. It draws on the case of Poland and argues that humbler, yet quality-oriented and selective approach the policymakers might need to adopt, should focus on providing the right conducive business environment among others by pursuing the smart industrial policy and by leveraging the clusters advantages. Managerial abstract: The changing nature of international production and altering profiles of MNEs due to fourth industrial revolution impact how the FDI policy is designed and implemented. By drawing on the case of Poland it can be argued that humbler, yet quality-oriented and selective approach the policy-makers might need to adopt, should focus on providing the right conducive business environment. This implies pursuing the smart industrial policy and leveraging the clusters advantages. At the same time, it would be crucial to support local companies as partners for such MNEs – i.e. to empower domestic firms and embed foreign firms. Facilitating further cluster developments might prove critical in embedding footloose MNEs and equip local entities to cope with new challenges of digital transformations. [ABSTRACT FROM AUTHOR]

Assessing the digital maturity of companies is essential to prepare for digital transformation in the context of Industry 4.0. Several digital maturity assessment models have emerged in the past few years to support this evaluation. One obstacle for companies is the impossibility of easily comparing themselves to one another quantitatively or qualitatively. This paper introduces a new way to compare digital maturity models through a quantitative framework that is compatible with a wide variety of models. Comparisons are performed in the space of the keywords used to characterize key performance indicators (KPIs) that are reverse engineered from the models. The matches are encoded in a keyword matrix that is used to automatically compute the match level of KPI pairs. The framework has been validated on 13 state-of-the-art maturity models whose analysis resulted in the identification of 451 KPIs characterized using 263 keywords structured according to 12 dimensions and 58 subdimensions. [ABSTRACT FROM AUTHOR]

Climate change, the growth in world population, high levels of food waste and food loss, and the risk of new disease or pandemic outbreaks are examples of the many challenges that threaten future food sustainability and the security of the planet and urgently need to be addressed. The fourth industrial revolution, or Industry 4.0, has been gaining momentum since 2015, being a significant driver for sustainable development and a successful catalyst to tackle critical global challenges. This review paper summarizes the most relevant food Industry 4.0 technologies including, among others, digital technologies (e.g., artificial intelligence, big data analytics, Internet of Things, and blockchain) and other technological advances (e.g., smart sensors, robotics, digital twins, and cyber-physical systems). Moreover, insights into the new food trends (such as 3D printed foods) that have emerged as a result of the Industry 4.0 technological revolution will also be discussed in Part II of this work. The Industry 4.0 technologies have significantly modified the food industry and led to substantial consequences for the environment, economics, and human health. Despite the importance of each of the technologies mentioned above, ground-breaking sustainable solutions could only emerge by combining many technologies simultaneously. The Food Industry 4.0 era has been characterized by new challenges, opportunities, and trends that have reshaped current strategies and prospects for food production and consumption patterns, paving the way for the move toward Industry 5.0. [ABSTRACT FROM AUTHOR]

In the context of internationalization, the supply chain (SC) becomes complex with a profusion of decisions to take. SC modeling and performances have been widely discussed by researchers. The emergence of new technologies impacts the running and key performance indicators (KPI) of SC. There are several models of SC but none of them are oriented towards SC operations management, given importance of Industry 4.0 technologies. This paper presents a research methodology using a reference model called GRAILOG to capture decisions and related KPI's to control the SC. Then, the methodology PPTechIP is described and applied to accompany the company on the relevant digital transformation to improve performances. PPTechIP is based on a set of radars divided into different decision levels and SC functions based on the GRAILOG model. The calculated potential of progress helps in decision-making. This complete method was applied to PSA which is entering the Industry 4.0 era. The obtained results provide several interesting insights into PSA's control indicators. Big Data, augmented reality, collaborative robots and Cloud Computing are receiving a lot of attention from PSA and are considered as priorities for the control of its processes. [ABSTRACT FROM AUTHOR]

Digital transformation revolutionises the way people work not only in office settings but also in physical work settings such as manufacturing or construction. New ways of combining digital and physical innovations and intensified inter-organisational collaborations are key characteristics for success. Knowledge sharing becomes increasingly important, but its inter-organisational nature and the blurring of organisational boundaries create new challenges for the protection of knowledge. Existing research on knowledge protection mostly focuses on single organisations or on dyadic relationships. Complex sharing arrangements and especially sharing in networks has received little attention so far. This paper presents a literature review, integrating the perspectives of the base domains of knowledge, strategy, innovation, and information security management with the goal to identify knowledge protection requirements in the era of digital transformation. Five avenues for future research on knowledge protection to support organisations coping with challenges imposed by digital transformation are presented. [ABSTRACT FROM AUTHOR]

This study develops a dynamic capability-based framework of maturity assessment through combinative capabilities towards smart manufacturing transformation. First, the relationship between existing maturity models and dynamics capability is investigated. The finding indicates that most maturity models cannot identify an organisation's dynamic capability or examine this capability in a dynamic and competitive environment during the transition. On the basis of the literature and senior executives' experiences, this study incorporates dynamics capability into the maturity model assessment developed by the Singapore Economic Development Board for empirical analysis and identification of the importance of key capabilities with influencing factors, which are included in a framework to fill the research gap. Primary data obtained from in-depth interviews are systemically examined to determine the industrial maturity level and dynamics capability driving the transformation. Drawing on this investigation, this paper proposes a conceptual framework for smart manufacturing transformation driven by dynamic capabilities that have positive effects on the transformation of manufacturing enterprises. Our main contribution is identification of the four key aspects of dynamic capability – process, technology, organisation, and transformation. Another contribution is that we provide dynamic capability-based guidance for enterprises to re-evaluate their strategies and strengthen the capabilities they require to face a changing environment. [ABSTRACT FROM AUTHOR]

Lean is a philosophy that helps organizations develop a continuous improvement culture by eliminating waste and minimizing the use of resources. On the other hand, Industry 4.0 is a complex high-tech model that contributes to flexible organizations using different technologies such as IoT, cloud computing, blockchain, virtual reality, and Artificial Intelligence. The concept of integrating Lean Principles and Industry 4.0 is still very recent and limited, and the literature lacks a bibliometric perspective. The integration is challenging in terms of contentment-wise and is a broad multi-dimensional research area. This study aims to analyze Lean Industry 4.0 or Lean 4.0 and Lean digital transformation literature using bibliometrics, identifying its state of art, benefits, challenges, and scientific gaps. In this study, articles published between 2010 and 2022 from the Scopus database are analyzed to identify significant publications, journals, authors, institutions, and countries based on the number of publications and frequently used keywords and subject areas. This study contributes to developing the state of art of Lean Industry 4.0 and Lean digital transformation and helps researchers and practitioners direct their future studies. The literature performance is measured based on both the number of publications and the number of citations; this bibliometric analysis covers most of the published papers in both research domains. [ABSTRACT FROM AUTHOR]

The use of on-premises technology in the business environment to create a competitive advantage is ushering in a new era known as digital transformation. Although companies are aware of its potential benefits, they face challenges creating a clear roadmap to reform their existing processes in line with these technologies. Maturity models are developed to assist organisations by providing extensive guidance and a roadmap for improvement. However, as a result of the systematic literature review and its analysis, it was observed that none of the 18 existing maturity models in the digital transformation domain fully satisfies all the criteria of suitability, completeness, clearness, and objectivity. To close this research gap, this study aims to develop a holistic maturity model in the digital transformation domain, entitled DX-CMM, by applying a theoretically grounded development approach, which has so far been neglected despite its remarkable relevance. The purpose of DX-CMM is to assist organisations by providing current capability and maturity determination, deriving a gap analysis, and creating a comprehensive roadmap for improvement in a standardised way. An exploratory case study is also conducted to check the applicability of the model in this study. [ABSTRACT FROM AUTHOR]

Artificial intelligence (AI) empowers traditional firms to transform into Industry 4.0, enabling them to compete in an era of rapid technological advancements. However, AI adoption remains limited among Canadian firms. This research aims to identify the key dimensions of AI-driven digital transformation (AIDT) and develop a grounded theory that provides a rich and nuanced understanding of how the AIDT process unfolds within Canadian SMEs. The study reveals that the AIDT process is shaped by the interplay of five core dimensions: evaluating transformation context, auditing organisational readiness, piloting the AI integration, scaling the implementation, and leading the transformation. The first four dimensions follow a sequential, stage-like progression, while the fifth dimension is recurring and omnipresent, exerting a continuous impact on the other phases. AIDT is characterised as a path-dependent, slow evolutionary change spectrum that demands firms adapt by developing their sensing, seizing and reconfiguration capacities to evolve and sustain their evolutionary fitness. The study explores several theoretical and managerial implications that arise from the findings. [ABSTRACT FROM AUTHOR]

The increasingly unprecedented incidents (e.g. COVID-19) have made the contemporary supply chains more vulnerable to divergent risks and disruptions. Encouragingly, the recent trend of digital transformation, adoption of Industry 4.0 technologies (I4Ts), could significantly improve business processes extenuating potential risks and disruptions. Yet, there is a paucity of quantitative studies on the risk or disruption mitigation and I4Ts, specifically on agri-food industry. Using a sample of 302 firms from the Australian agri-food supply chains, we explore if the firms that adopt I4Ts experience the different impact of operational risks (supply-demand mismatch, financial and transportation) compared to others. The findings unveil that albeit such risks can significantly undermine firm performance, their negative effect is non-significant for the firms that adopt I4Ts compared to those that do not adopt. We thus suggest digital transformation as an effective way to extenuate operational risks and disruptions amid unanticipated events like COVID-19. Numerous contributions to theory and practice, plus United Nations Sustainable Development Goals (1 & 2) have been discussed. [ABSTRACT FROM AUTHOR]

This study aims to identify the impact of a work methodology that combines ERP with the benefits of using lean philosophy. A sectored approach takes into account highly traditional manufacturing SMEs, such as metal fabrication, that are particularly vulnerable to new market trends. In addition, from these vulnerabilities new challenges have to be faced regarding the Industry 4.0 concept and the strategies toward their digital manufacturing workshop transformation, focusing not only on producing improved manufacturing processes but also on gaining added value. A case study was conducted on a Spanish company aiming at showing and analyzing its transformation model. The results showed greater management capacity and efficiency improvements in production-related processes. [ABSTRACT FROM AUTHOR]

While the fourth industrial revolution continues to change manufacturing enterprises all over the world, not all enabling key technologies are taught sufficiently at universities. For this purpose, a new lecture at the Montanuniversität Leoben was designed, teaching students of miscellaneous engineering disciplines, the fundamentals of digitalization and digital transformation, tailored to the requirements of the industry. To elevate the necessary data from these segments, a representative part of the Austrian metal forming companies was analyzed by conducting a large-scale survey. For the sake of teaching efficiency, a survey revealing students' knowledge regarding digitalization and digital transformation and preferred learning methods were also carried out. As a result, a stakeholder-oriented lecture was developed. Furthermore, a general framework on how innovative transdisciplinary academic lectures in engineering can be developed in an efficient, effective, and practical way was derived, which aims to close the gap between modern engineering education and required practical skills. [ABSTRACT FROM AUTHOR]

Despite the growing importance of SMEs' readiness for Industry 4.0 (I4.0) to successful digital transformation, limited empirical studies have investigated the factors contributing to the I4.0 readiness of manufacturing SMEs. To fill this gap, this study examines the effect of organisational capabilities, perceived advantages, and market pressure on I4.0 readiness, the moderating effect of financial support, and SMEs' readiness for I4.0 in Malaysia. This research contributes theoretically by extending the Unified Theory of Acceptance and Use of Technology and integrating it with the Resource-Based View and Dynamic Capability Theory to develop an SME-centric model for I4.0 readiness. Structural Equation Modelling from the Partial Least approach was performed to test the model by drawing on data from 110 manufacturing SMEs in Malaysia. Practically, the findings are instrumental in helping SMEs prepare for digital transformation. Policymakers may use the findings as a tool to identify where to prioritise efforts to accelerate SMEs' readiness for I4.0. [ABSTRACT FROM AUTHOR]

Modern technologies and recently developed digital solutions make their way into all aspects of lives of individuals and businesses, and manufacturing industry is no exception. In the era of digital revolution of industry, manufacturing processes can benefit from digitalization technologies immensely. Digital twin (DT) is a technology concept that aims to create a digital mirror of a physical system with a constant data flow between two components. This idea can be used for monitoring and optimization of the present system as well as forecasting and estimating future states of it. There have been theoretical and practical studies conducted on DT in manufacturing area. This systematic literature review (SLR) aims to summarize the current state of literature and shine a light on open areas for future research. Using a rigorous SLR method, 247 relevant studies from 2015 to 2020 are examined to answer a set of research questions. The current state of DT in manufacturing literature is analyzed and explained with an emphasis on where the future studies may go in this area. [ABSTRACT FROM AUTHOR]

Industry 4.0 mainly focuses on the application of modern technologies (digitalization) and the changing role of human beings (digital transformation) in modern production and logistics systems. Besides the basic principles of digitalization, interconnectivity, and autonomization, the importance of human-centered decision-making processes, such as the selection of strategic suppliers, is also increasing, as complex, novel, and unstructured decisions cannot be fully computerized. In this context, there is still a lack of understanding of which formal patterns in the strategic supplier selection process will lead to better supplier performance. Until now, most of the literature emphasizes a minor number of process-related factors in the strategic supplier selection process leading to limited support for the individual decision-maker. This study introduces a cause-effect model that extends prior research by investigating the impact of process formality, as a comprehensive measurement construct of target-, information-, organization-, and heuristics-related process factors in the strategic supplier selection process on supplier performance and purchaser satisfaction. Based on the usage of variancebased structural equation modeling in a large-scale field study, a significant relationship between process formality and supplier performance as well as between process formality and purchaser satisfaction is substantiated. [ABSTRACT FROM AUTHOR]

The work looks at how regions design policies to facilitate the transition of regional innovation systems to Industry 4.0. The research analyses how regional Industry 4.0 policies should take into account the integration of the position of the regional productive system into international supply chains, the games of legitimacy and power of the actors involved in the innovation system, the institutional structures that allow the exchange of knowledge on Industry 4.0. between the agents and the connection between the synthetic knowledge base (engineering driven) and the analytical knowledge base (science driven) of the region. Through a detailed case study of the background, structure and impact of Industry 4.0 in the Spanish regions of the Basque Country and Catalonia, the work demonstrates how it is not possible to define a policy of promoting Industry 4.0 that is generalizable to all regions and how each region will have to adapt the design and implementation of its Industry 4.0 policies to the specific characteristics of its regional innovation system. Therefore the replication of policies from other regions will not be an effective mechanism for promoting Industry 4.0 since the transition to Industry 4.0 is a very regional specific and diverse process. [ABSTRACT FROM AUTHOR]

This work presents a multiple case study analysis aimed at depicting a managerial perspective for the implementation of a transformation path towards Industry 4.0 (I4.0) in manufacturing value chain. Starting from the analysis of the literature on values and impacts of digitalization and I4.0 in operations and supply chain management, the research investigates three key dimensions to take into account when defining the digital transformation path from a managerial perspective: investments in I4.0 technologies, ability in perceiving the path towards digital transformation, and knowledge sharing. For each dimension, patterns of managerial practices and related challenges for the implementation of the I4.0 paradigm has been identified, building on the insights and experiences of different players of the manufacturing supply chain (companies, ranging from large enterprises to SMEs, service and technology providers, competence centres). The results proposed in terms of key challenges, common mistakes and best practices according to the level of digital implementation, represent an overview of reference that can support companies in understanding which are the most important issues to be addressed when facing the adoption of digital and innovative technologies. [ABSTRACT FROM AUTHOR]

This article investigates the differences in the application and impact of digital technologies between manufacturing subsidiaries and lead companies, the principal orchestrators of global automotive value chains. Utilising a dataset of 10 in-depth interviews with automotive industry actors, we analyse headquarters–subsidiary differences in the patterns of digitalisation-driven upgrading. A theoretical framework is offered that explains why the significant upgrading achievements of manufacturing subsidiaries deploying industry 4.0 technologies will not reduce the gap between lead companies and manufacturing subsidiaries in terms of value generation. We show that the concept of 'industry 4.0' is much narrower than that of 'digitalisation' and transition to smart factories is only part of the digital transformation story. Industry 4.0 technologies contribute to the upgrading of operations, and enable subsidiaries to take on production-related knowledge-intensive assignments (functional upgrading). Conversely, digitalisation serves lead companies' strategic differentiation efforts, and facilitates achieving competitive advantage: the latter are crucial for value capture. [ABSTRACT FROM AUTHOR]