Business (un)usual: Critical skills for the next normal

Ferreira, Caitlin; Robertson, Jeandri; Pitt, Leyland

doi:10.1002/tie.22276

Cited by 23 publications

(16 citation statements)

References 27 publications

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“…Industry 4.0 has had an impact on the business world, requiring both developing and developed countries to adopt digital technology. With the influence of Industry 4.0, organizational standards, business models, work cultures, employee skills, and customer expectations are rapidly changing (Ferreira et al, 2023). As a result, it has become critical for organizations to initiate and implement digital innovations in order to improve their existing systems and procedures to meet the demands of Industry 4.0.…”

Section: Implications Of the Studymentioning

confidence: 99%

Digital innovation: An essence for Industry 4.0

Gupta

Jauhar

2023

Thunderbird Intl Bus Rev

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The goal of this paper is to explain why digital innovation is so important in business organizations in order to survive in Industry 4.0. The study helps to understand the new era of Industry 4.0 and the importance of introducing digital innovation into organizations. A systematic review of the literature and studies on Industry 4.0 and digital innovation were synthesized to find answers to the research questions. To improve their manufacturing industry, organizations have implemented digital technologies such as augmented reality, robotic sensing, artificial intelligence, cloud computing, cyber physical systems, and remote sensing technologies. These technologies focused on automating logistics and supply chain systems, improving manufacturing system performance, and simplifying automated production systems. Because digital innovations save time and energy, employees can devote more time and energy to creative and innovative activities. Organizations should plan to implement digital technology in order to keep the environment healthy and sustainable while meeting the demands of customers, consumers, and the Industry 4.0 dimension.

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Section: Implications Of the Studymentioning

confidence: 99%

Digital innovation: An essence for Industry 4.0

Gupta

Jauhar

2023

Thunderbird Intl Bus Rev

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“…The skills required in the industry are diverse, dynamic, and far-reaching skills. Earlier research, for instance, has highlighted skill categories such as hard technical and soft interpersonal skills as relevant and critical [17]. Connected terms are "upskilling" and "reskilling", used to describe the process of learning new skills with the goal of remaining competitive in a job role or being able to move to another role [9].…”

Section: Skillsmentioning

confidence: 99%

Bridging Skill Gaps – A Systematic Literature Review of Strategies for Industry

Braun,

Rikala,

Järvinen

et al. 2024

Advances in Transdisciplinary Engineering

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Industries are facing extensive needs for both digital and green transitions. Adding to the challenges, environmental crises, a recent pandemic, and military conflicts are forming a “perfect storm”. Consequently, companies need to rapidly adapt to new requirements and create resilient, sustainable, and human-centric solutions, a combination often called industry 5.0. A highly skilled workforce is required, where “right-skilled” employees will drive successful technology adoption and business transformation. Unfortunately, many companies face skill gaps, causing a slowdown in productivity and sustainable development. Fully bridging the skills gaps is not achievable only through recruiting of young talent. Ongoing demographic changes are causing a decrease in the working population, making hiring harder and increasing industry competition for existing talent. Upskilling existing workforces is a natural solution to bridge the skill gaps. This paper presents the results from a systematic literature review conducted in January 2023 using the PRISMA method. The study included 40 articles and thematically analyzed solutions for bridging skill gaps. Identified solutions address employers, employees, education providers, students, job seekers, researchers, and policymakers. Results highlighted that collaboration between stakeholders potentially helps bridge skill gaps in industry. Employees requiring upskilling need to understand what skills are relevant, and how they can absorb state-of-the-art knowledge and learn new skills. Employers should support their employees, supply relevant resources, and define clear skill requirements. Education providers on the other hand, must adapt to changing industrial business needs and gradually adapt traditional curricula, in parallel with regular education. Academia and industry collaboration is vital. Thus, flexible and rapid training and re-training solutions and approaches are needed, not just on-off activities. The main contribution of this paper is to review actions that employers, employees, education providers, researchers, students, job seekers, and policymakers need to take to bridge skill gaps. This analysis can be used by industrial practitioners, policymakers, and education providers to work with strategies to bridge skill gaps in their business and in their work. The theoretical implication of this work is the acknowledgement of the existing skill gap and the synthesis of actions for stakeholders. The article can be used to set future research directions to get closer insights into the derived challenges and success factors when bridging skill gaps.

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“…The changing nature of work and the skill gaps are the focus of the article by Ferreira, Robertson, and Pitt (2023). By studying the digital The final article by Shet and Bajpai (2023) explores the challenges encountered in integrating competency modeling in talent management.…”

Section: Summary Of the Articles Published In This Special Issuementioning

confidence: 99%

“…The changing nature of work and the skill gaps are the focus of the article by Ferreira, Robertson, and Pitt (2023). By studying the digital marketing and advertising industry pre‐ and during COVID, the article finds a renewed emphasis on soft skills as part of the training due to remote working.…”

Section: Summary Of the Articles Published In This Special Issuementioning

confidence: 99%