A Strategic Organisational Perspective of Industry 4.0: A Conceptual Model

Smuts, Stefan; Merwe, Alta van der; Smuts, Hanlie

doi:10.1007/978-3-030-44999-5_8

Cited by 16 publications

(18 citation statements)

References 35 publications

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“…More difficult to quantify and express are the psychosocial changes occurring in this era, arising from the enthusiastic uptake of the concept of democratization of technology ( 71 ). The increase in access to information and communication technologies afforded by Industry 4.0 is supporting shifts in self-image and control, disrupting previous societal organization ( 72 ). Debate in society increasingly includes themes of self-empowerment with some persons with disabilities now striving to embrace themselves as they are or to articulate themselves clearly within society, as opposed to hiding their disability ( 73 ).…”

Section: Industry 40: Physical Digital and Biological Convergencementioning

confidence: 99%

Limb Prostheses: Industry 1.0 to 4.0: Perspectives on Technological Advances in Prosthetic Care

Raschke

2022

Front. Rehabilit. Sci.

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Technological advances from Industry 1.0 to 4.0, have exercised an increasing influence on prosthetic technology and practices. This paper explores the historical development of the sector within the greater context of industrial revolution. Over the course of the first and up the midpoint of the second industrial revolutions, Industry 1.0 and 2.0, the production and provision of prosthetic devices was an ad hoc process performed by a range of craftspeople. Historical events and technological innovation in the mid-part of Industry 2.0 created an inflection point resulting in the emergence of prosthetists who concentrated solely on hand crafting and fitting artificial limbs as a professional specialty. The third industrial revolution, Industry 3.0, began transforming prosthetic devices themselves. Static or body powered devices began to incorporate digital technology and myoelectric control options and hand carved wood sockets transitioned to laminated designs. Industry 4.0 continued digital advancements and augmenting them with data bases which to which machine learning (M/L) could be applied. This made it possible to use modeling software to better design various elements of prosthetic componentry in conjunction with new materials, additive manufacturing processes and mass customization capabilities. Digitization also began supporting clinical practices, allowing the development of clinical evaluation tools which were becoming a necessity as those paying for devices began requiring objective evidence that the prosthetic technology being paid for was clinically and functionally appropriate and cost effective. Two additional disruptive dynamics emerged. The first was the use of social media tools, allowing amputees to connect directly with engineers and tech developers and become participants in the prosthetic design process. The second was innovation in medical treatments, from diabetes treatments having the potential to reduce the number of lower limb amputations to Osseointegration techniques, which allow for the direct attachment of a prosthesis to a bone anchored implant. Both have the potential to impact prosthetic clinical and business models. Questions remains as to how current prosthetic clinical practitioners will respond and adapt as Industry 4.0 as it continues to shape the sector.

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Section: Industry 40: Physical Digital and Biological Convergencementioning

confidence: 99%

Limb Prostheses: Industry 1.0 to 4.0: Perspectives on Technological Advances in Prosthetic Care

Raschke

2022

Front. Rehabilit. Sci.

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“…Under the conditions of Industry 4.0, this chronological cycle may be disturbed by the need to supplement the planning process with continuous confrontation with the ever-changing environmental conditions and to gain knowledge about the state of the internal organization in the face of the changing reality. Smuts et al show that the company's internal structures must be revised to be able to implement an appropriate business strategy, and obtain the expected value [62], (p. 90).…”

Section: Blurring Of the Boundaries Of Strategic Managementmentioning

confidence: 99%

The Digital Chasm between an Idea and Its Implementation in Industry 4.0—The Case Study of a Polish Service Company

Jasińska

2021

Sustainability

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Digitization in Industry 4.0 is a key trend in a modern company’s development. However, business practice shows that digitization can be associated not only with the prospect of development but with numerous limitations that a company may struggle with. The goal of this manuscript is to verify the existence and identify of the management gaps that lead to formation of digitization problems in companies under the conditions of Industry 4.0. Management gap is understood here as a set of discontinuities, identified within management functions, which result in specific problems in the implementation of digitization projects. In general, this aspect is omitted in the literature on the subject, which focuses on benefits of implementing Industry 4.0 technology. The chosen goal of the manuscript is part of the research trend related to the identification of general digitization problems and to a company’s development, taking into account the use of technological solutions, as well as to the scope of research on the problems of implementing ICT projects. The development of an enterprise is understood as the ability to improve an organization both in the face of internal challenges and the environmental with maintaining innovation potential. The research structure is based on the construction of a conceptual model of management gaps and its empirical verification. In the theoretical part, the chosen research method is analysis of literature from the last 20 years and in the practical part analysis of a business case supplemented with an in-depth interview conducted among the management of the analyzed company. In the theoretical part, the article defines basic concepts related to Industry 4.0 and digitization of companies. It presents the place and role of digitization and its impact on the blurring of boundaries of traditional management layers. Based on these considerations, a conceptual model is developed defining management gaps within which problems of digitization of enterprises are indicated. The practical part of the article presents an empirical verification of the existence of the formulated management gaps on the basis of a business case analysis. The case study describes a mass, geographically dispersed implementation of the application for 34,000 users, which is the result of the implementation of the digitization strategy. Conclusions were formulated in the last part of the manuscript. On the theoretical ground, the analysis confirms that the process of digitization in an enterprise under the conditions of Industry 4.0 is related to blurring the boundaries of operational, tactical and strategic management. The premises of the said blur are identifiable and appear in each of the above-mentioned layers. On the practical ground, the existence of reasons for blurring the boundaries of management is related to the need to adapt the organization to the new operating conditions related to Industry 4.0. The strategic activities should be targeted at determining the directions of company improvement, which should precede the efforts to implement advanced solutions in the field of Industry 4.0. This approach allows providing a sustainable company development with the possibility of creating short-term effects and maintaining a long-term growth perspective.

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“…A consensus was reached among participants concerning the mostly reactive orientation of the strategic management frameworks in the institution. Perhaps this orientation is responsible for the inability of universities to compete with the pace of technological development and innovation obtainable in conventional (private sector) organizations (Adams et al, 2018;Smuts et al, 2020). The reactive nature of the strategic management framework in HEIs is buttressed by the ad-hoc and unprepared nature of most of these institutions to transition to online delivery platforms at the outbreak of the COVID-19 pandemic (Mossa-Basha et al, 2020;Reister and Rook, 2021).…”

Section: Theme 3: Ability Of Extant Strategic Management Framework At the University To Facilitate Effective Governance Of 4ir Technologimentioning

confidence: 99%

Toward a Dynamic Capabilities Framework for Engendering 4IR-Enabled Circular Economy in a University of Technology

et al. 2021

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Universities are placed in a disadvantaged position as it pertains to the holistic adoption of 4th Industrial Revolution (4IR) technologies and their subsequent deployment toward improving circular economy (CE) performance. Accordingly, literature relating to the contribution of 4IR technologies in driving effective CE implementation in higher education institution (HEI) contexts remain limited. In this study, the need for a dynamic capabilities' framework for managing the deployment of 4IR technologies toward enabling CE implementation within the context of a South African University of Technology (SAUoT), is articulated. A single case study research design was adopted for the study with SAUoT serving as the case. Qualitative data was elicited through a brainstorming session with 18 discussants from SAUoT. Thematic analysis was utilized in analyzing the data. Findings highlight the opportunities and challenges associated with the deployment of 4IR technologies in driving CE implementation within SAUoT. Also, it provided the reasons behind the inability of extant management frameworks to facilitate successful deployment of 4IR technologies for improved CE implementation in HEIs. These findings culminated in the proposal for the adoption of a dynamic capabilities-driven framework for improved strategic management in such contexts. The proposed framework presents a platform for facilitating the effective adoption and implementation of 4IR technologies for improving CE implementation performance. This study holds salient implications for the policy makers, academic leaders, and innovation managers in university ecosystems in developing country contexts.

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A Strategic Organisational Perspective of Industry 4.0: A Conceptual Model

Cited by 16 publications

References 35 publications

Limb Prostheses: Industry 1.0 to 4.0: Perspectives on Technological Advances in Prosthetic Care

Limb Prostheses: Industry 1.0 to 4.0: Perspectives on Technological Advances in Prosthetic Care

The Digital Chasm between an Idea and Its Implementation in Industry 4.0—The Case Study of a Polish Service Company

Toward a Dynamic Capabilities Framework for Engendering 4IR-Enabled Circular Economy in a University of Technology

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