Journal of Manufacturing Technology Management最新文献

Purpose

Company goals, behaviors and decision-making processes may differ depending on whether a given company decides to engage in the Industry 4.0 (I4.0) paradigm as a user or as a provider of I4.0-based solutions. This paper will consider this question in-depth by focusing on the extent to which the innovation ecosystem (IES) affects these two main strategies.

Design/methodology/approach

The authors' study aims to analyze the impact of a regional information and communication technology (ICT) ecosystem on the implementation of I4.0 at the company level by using an original survey of 123 companies that are already engaged in the implementation of I4.0 in the French region of Hauts-de-France and by employing two sets of logit models.

Findings

The authors' empirical study demonstrates the importance of an innovation ecosystem-based strategy for I4.0 technology provision. It reveals that engaging in R&D collaborative projects and developing links and complex relationships with heterogeneous actors within the IES positively affects the likelihood of a given firm deciding to implement I4.0 as a provider of I4.0-based solutions. This does not, however, affect the probability of a firm engaging in the I4.0 paradigm as a user of technologies and solutions.

Practical implications

From a policy standpoint, this study could encourage decision-makers to engage with I4.0 development by developing policies targeting the reinforcement of IES at a regional level. This could also help to accelerate the adoption of I4.0 technologies by manufacturing companies and foster the development of I4.0-based solutions through specific company-targeted policies. The authors' study supports the need for manufacturing company managers to evaluate and identify the best technological strategies related to the I4.0 paradigm that meet their specific needs.

Originality/value

The authors' study shows that the decision to engage in the I4.0 paradigm as providers of I4.0-based solutions is more likely to rely on an innovation ecosystem-based strategy, while the decision to engage in the I4.0 paradigm as users of I4.0-based solutions is more likely to rely on the company’s internal strategies, resources and demand-side benefits.

Purpose

Complex technology not only provides potential economic benefits but also increases the difficulty of application. Whether and how upstream technological complexity affects downstream manufacturers' innovation through vertical separation structure is worth discussing, but it has not been effectively discussed.

Design/methodology/approach

Through theoretical analysis and empirical testing, this article discusses the cost effect and market competition effect caused by upstream technological complexity on downstream manufacturers and further elucidates the impact of upstream technological complexity on downstream manufacturers' innovation.

Findings

Research has found that the impact of upstream technological complexity on the downstream manufacturers' innovation depends on the cost effect and market competition effect. The cost effect caused by the complexity of upstream technology inhibits the innovation of downstream manufacturers. In contrast, the market competition effect promotes the innovation of downstream manufacturers. There are differences in the cost effect and market competition effect of upstream technological complexity on different types of downstream manufacturers, so there is also significant heterogeneity in the impact of upstream technological complexity on innovation of different types of downstream manufacturers.

Originality/value

The conclusions of this article improve the understanding of the relationship between upstream technological complexity and downstream innovation and provide helpful implications for industrial chain innovation.

Purpose

This paper examines the role of a sustainability business model in clarifying a firm's sustainability value articulation (SVA) to achieve sustainability outcomes and examining the moderating role of supplier involvement practices SIP and technology systems integration (TSI) in attaining sustainability outcomes.

Design/methodology/approach

Drawing upon the foundational principles of business model innovation, specifically articulation and implementation, the authors formulated a theoretical construct and empirically validate it through analysis of data collected from 692 manufacturing firms dispersed across 23 countries.

Findings

The research shows that focusing on SVA significantly improves how a company implements sustainability efforts internally (ISI) and externally (ESI), leading to better social and environmental outcomes. It also highlights that SIP improve the relationship between SVA, ESI and ISI. Similarly, TSI boosts the effect of internal and external sustainability efforts on both social (SOP) and environmental performance (EnP).

Research limitations/implications

While acknowledging the inherent constraints of survey-based research methodologies, this study offers a theoretical and verified approach for manufacturers to achieve comprehensive sustainability. It emphasizes the need for clear, actionable sustainability goals that can be met through both internal operations and external partnerships.

Practical implications

This study clarifies how manufacturers can implement sustainable business models, emphasizing the importance of clear sustainability goals and initiatives both within and outside the company. It highlights the dual aspects of supplier engagement through operational tactics (ESI) and strategic collaborations (SIP).

Social implications

This study reveals a thrilling truth: when companies champion clear sustainability goals, they unlock powerful strategies that revolutionize practices within their walls and in their external dealings. It is not just about going green; it is about weaving financial prosperity, social responsibility and environmental stewardship into the very fabric of their business models. But there is more – by cleverly engaging suppliers and harnessing cutting-edge technology, companies are not just participants in the green revolution; they are leading it, crafting a world where business thrives alongside the planet and its people.

Originality/value

This research stands out for its empirical analysis of how manufacturing firms implement sustainability innovations at the plant level, an area previously underexplored despite extensive theoretical work on sustainability-centric business models.

Purpose

This study explores the adoption of Industry 4.0 in developing countries' export industries, focusing on factors influencing this adoption, the moderating role of market pressure and prioritizing key factors for sustainable growth.

Design/methodology/approach

Based on the “TOE theory” this study has proposed a research framework to identify the factors influencing the adoption and sustainable implementation of Industry 4.0 in the export industry. This study has collected valid datasets from 387 export-oriented industries and applied SEM-ANN dual-stage hybrid model to capture linear and nonlinear interaction between variables.

Findings

Results revealed that Technical Capabilities, System Flexibility, Software Infrastructure, Human Resource Competency and Market pressure significantly influence the Adoption of Industry 4.0. Higher market pressure as a moderator also improves the Industry 4.0 adoption process. Results also pointed out that system flexibility is a gray area in Industry 4.0 adoption, which can be enhanced in the export industry to maintain a sustainable adoption and implementation of Industry 4.0.

Originality/value

Minute information is available on the factors influencing the adoption of Industry 4.0 in export-oriented industries. This study has empirically explored the role of influential factors in Industry 4.0 and ranked them based on their normalized importance.

Purpose

Absorptive capacity, technological collaboration and servitization are analyzed to establish ways to overcome the balance between products and services in manufacturing companies. A fresh perspective is introduced by presenting a framework for innovation strategy, moving beyond product-based R&D.

Design/methodology/approach

The hypotheses are tested using data on Spanish firms in the high-tech chemical and pharmaceutical industries through ordinary least squares regression analysis. The sample consists of 112 manufacturing firms included in the Spanish Survey of Business Strategies.

Findings

The results show that absorptive capacity facilitates servitization and that technological collaboration moderates the relationship between absorptive capacity and servitization. The synergies between absorptive capacity and technological collaboration for servitization are recognized from the perspective of open innovation as a way of resolving the trade-off between products and services.

Research limitations/implications

Future research should introduce more sources of collaboration by broadening the value chain perspective. Other approaches to innovation may also be considered, including relationships to process innovation.

Practical implications

The results can provide meaningful guidance for companies to determine the key opportunities of servitization driven by absorptive capacity, and the best ways to leverage open innovation and collaboration strategies to exploit such approaches.

Originality/value

This research enriches theories on servitization, open innovation and innovative behavior. Open innovation strategy should be linked to greater servitization activity and should support an open service strategy. This approach is crucial for building innovation capabilities through technological collaboration.

Purpose

This study aims to investigate the impact of digital orientation (DO) on organizational resilience (OR) and explore the contingency effects of human resource slack and nature of enterprise ownership.

Design/methodology/approach

The model hypotheses were tested using fixed effects regression on panel data collected from Chinese A-share listed manufacturing firms spanning from 2007 to 2020.

Findings

DO has a positive effect on OR. Human resource slack positively moderates the relationship between DO and OR. Additionally, DO enhances OR more effectively in non-state-owned firms than in state-owned firms.

Research limitations/implications

This study relies on data from a single industry from a single country.

Practical implications

The study supports that firms facing uncertainty, risk and pressure should promptly develop their DO strategy. Firms can derive greater resilience from implementing a DO strategy when they have a high-level human resource pool. State-owned enterprises will benefit from a DO strategy if they make some adaptive changes in leadership, structure, culture and mindset aspects.

Originality/value

This study is the first to examine the relationship between DO and OR, contributing to the existing literature on digital transformation and organizational resilience. It offers valuable insights for practitioners and policymakers seeking to adapt their organizations for the digital era and foster predictive, defensive and growth responses strategies in a dynamic business environment.

Purpose

This paper aims to analyze the main challenges and critical success factors (CSFs) in managing multi-sided platforms (MSP) in Brazil, as well as to understand the differences between this management model and traditional companies.

Design/methodology/approach

Semi-structured interviews were conducted with experienced professionals in the field, focusing on challenges, CSFs and difficulties in managing MSP businesses. The data were analyzed using a mixed-method approach, involving content analysis for qualitative data and grey relational analysis and sensitivity analysis for quantitative data.

Findings

The experts identified eight CSFs, seven key differences between traditional businesses and MSPs, and five technology-related challenges in managing MSPs. They assessed the main difficulties reported in the literature and ranked them, with the most critical challenges being competition with companies adopting MSP models in the same sector (product/service niche) and the necessity for ongoing process adjustments to accommodate scalability.

Originality/value

This study enhances understanding of CSF, disparities between traditional and MSPs and technology-related challenges in this management model. The results can assist managers in emerging nations in enhancing the performance of MSP operations and can be a resource for researchers studying various contexts and creating company guidelines.

Purpose

This study is a reference for manufacturers who are promoting their product-service system (PSS) development. Currently, improvements in both digital customization and sustainability for various smart PSS categories have been considered rarely. This paper addresses this research gap by developing relevant models.

Design/methodology/approach

The development trends of customization-oriented PSS are described in a literature review. An in-depth multiple-case study methodology is adopted, and seven manufacturing companies are sampled. The goal is to identify digital customization measures that can be employed on representative smart PSS models and to explore how these models can create sustainable value.

Findings

This study provides valuable insights by uncovering a synthesis framework for achieving customization of the product/use/result-oriented smart PSSs, and the relevant representative smart functions are summarized. This identifies how digital customization capabilities can improve sustainability, including direct economic value for customers as well as additional social benefits and environmental improvements during customization.

Originality/value

Currently, the influence of digitalization on customized offerings and the relevant impact on sustainability development have not been fully addressed to date. This study provides comprehensive information with a reference value for digital customization transformation among the three main types of smart PSS.

Purpose

The main purpose of this research is to (1) prioritise key determinants of Industry 4.0 (I4.0) readiness assessment and (2) evaluate causal relationships among those determinants and associated sub-criteria based on inputs from industry experts.

Design/methodology/approach

The methodology involved two phases: (1) an MCDM approach for determining causal relationships among determinants and (2) empirical validation of findings from the first phase using industry experts' inputs.

Findings

It was found that while the choice of I4.0 technologies is important, organisational factors are also critical, as evidenced by the ranking of the “Strategy and Organisation” determinant as the highest rank prominent determinant. Also, the ranking of the sub-criteria within each determinant shows the importance of several organisational influencing and resulting sub-criteria.

Research limitations/implications

This research extends the existing literature on I4.0 by demonstrating the prioritisation of determinants and delineating causal relationships among them and associated sub-criteria as a basis for developing I4.0 adoption guidelines. This research is limited to the specific scope of determinants selected/considered and experts' inputs from the Sri Lankan manufacturing sector. Future studies could consider extending this research into a broader global manufacturing context.

Practical implications

Prioritisation and causal relationships of I4.0 readiness assessment determinants, supported with inputs from functional managers and industry experts, could be used to guide practitioners in developing guidelines for I4.0 adoption in a phased manner.

Originality/value

This research provides a re-evaluation and validation of a selected I4.0 readiness assessment framework from the perspectives of interdependencies and casual relationships among its determinants and sub-criteria, based on inputs from industry experts as a basis for developing guidelines for I4.0 adoption.