Purpose: Was examined the relationship between social culture, Industry 4.0 technologies, and organizational performance in companies from emerging countries.Design/methodology/approach: Were chose medium and large companies from emerging Latin American economies. Colombia and Peru as the most advanced economies, and Ecuador for being in the first phase of growth. It was Data from 428 workers collected through online surveys. The data analysis was carried out using a Structural Equation Model.Findings: The results indicated a relationship between Industry 4.0 technologies and organizational performance and social culture and organizational performance. Furthermore, social culture does not mediate the relationship between Industry 4.0 technologies and organizational performance. Differences were also found among countries. Evidence is provided that Industry 4.0 technologies and social culture lead to better organizational performance.Practical implications: This study showed that, in the context of analysis, the level of maturity regarding the use of 4.0 technologies of medium and large companies is still incipient. Provides (1) information on cultural differences, mainly in the dimensions of Masculinity, Power Distance, and Individualism; and (2) guidelines on the use of Industry 4.0 technologies and their implication in Organizational Performance.Originality/value: The research results provide knowledge of the relationship between 4.0 technologies, social culture, and organizational performance in the context of emerging economies where the subject has been little investigated.

Esta investigación evalúa la relación del capital social con la integración de procesos en la gestión de cadenas de abastecimiento en empresas del sector real, en Colombia, mediadas por el tamaño organizacional y la incertidumbre del entorno. Para esto se encuestaron 232 empresas asociadas a dicho sector y, con la información obtenida, se realizó un análisis multivariante de ecuaciones estructurales con las herramientas SPSS y AMOS. Como resultado de ello se evidencia una relación directa significativa del capital social sobre la integración de procesos en la gestión de cadenas de abastecimiento, lo cual permite identificar al capital social como un determinante fundamental en los esfuerzos de integración de la cadena de abastecimiento, no así de las variables mediadoras (tamaño e incertidumbre del entorno).

ResumenEste artículo analiza la importancia de los factores blandos en la gestión de integración en las cadenas/ redes de abastecimiento y plantea un modelo conceptual que muestra el rol de esos factores en las cadenas/redes. La revisión de la literatura mostró que los determinantes blandos de la integración y gestión de esas cadenas corresponden a factores intangibles asociados a la forma en que las organizaciones se relacionan y se comportan. También se encontró que, aunque la literatura menciona diversos factores blandos, casi siempre analizados de forma separada por los diferentes autores, todos ellos se pueden agrupar en tres factores: el capital social, la cultura organizacional y la gestión del conocimiento. Estos tres factores integran el modelo propuesto. El Modelo propone que toda cadena/red de abastecimiento requiere ser pensada como una estrategia competitiva. Para ello, es necesario considerar estos factores como relevantes, de forma integrada, porque contribuyen a generar valor de manera sostenible tanto para cada empresa como para el conjunto de las empresas y partes interesadas de la cadena/red. Palabras AbstractThis article analyzes the importance of soft factors in the interaction management in supply chains/networks, and presents a conceptual model that shows the role of these factors in these chains / networks. The review of the literature shows that soft determinants of integration and management of these chains correspond to intangible factors associated with the way organizations relate and behave. It was also found that, although the literature mentions several soft factors, almost always analyzed separately by the different authors, for this study, they are all grouped into three factors: social capital, organizational culture and knowledge management. These three factors are considered in the proposed model. The model suggests that all supply chain/network needs to be considered as a competitive strategy and for this it is necessary to consider these factors as relevant, in an integrated way, because they contribute to generate value in a sustainable way for each company as well as for all the companies and stakeholders of the chain / network.

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