Establishment of a typology for startups 4.0

Kaczam, Fabíola; Siluk, Julio Cezar Mairesse; Guimarães, Gil Eduardo; Moura, Gilnei Luiz de; Silva, Wesley Vieira da; Veiga, Claudimar Pereira da

doi:10.1007/s11846-021-00463-y

Cited by 25 publications

(15 citation statements)

References 129 publications

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“…Journals in these first two quartiles have lower acceptance rates than those in the third and fourth quartiles or those Without Classification (WC). They are therefore more productive, more selective and publish higher quality work than those in Q3 and Q4 (Gu and Blackmore 2017 ; Kaczam et al 2022 ).…”

Section: Methodsmentioning

confidence: 99%

Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

et al. 2022

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Current business challenges mean that understanding elements that can affect organizational performance represents a differential factor in maintaining competitiveness. In this context, the objective of this article is to conduct a Systematic Literature Review (SLR) of the relationship between dynamic capabilities, strategic behavior, and organizational performance. For this, A three-stage SLR protocol was used: (i) planning, (ii) conduct, and (iii) knowledge development. A total of 118 articles covering the publication period of 2006–2021 were included, which evidenced: (i) the grouping of words into three classes: “Knowledge Management,” “Measurement Instrument,” and “Organizational Environment”; (ii) the methodological framework; (iii) directions for future research. The findings reinforce the importance of the theoretical, methodological, and empirical relationship between the three constructs. Furthermore, the results indicate the relationship between the set of terms selected in each class, highlighting the strong connection between dynamic capabilities and competitive intensity. The main findings of the research show that organizations can expand or modify their processes by building and using dynamic capabilities as institutional factors, shaping strategic behavior to advance better performance.

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Section: Methodsmentioning

confidence: 99%

Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

et al. 2022

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“…Building on this, several recent studies (Brixner et al 2020 ; Fettermann et al 2018 ; Bai et al 2020 ; de la Fuente-Mella et al 2020 ) have argued that Industry 4.0 technologies, such as the Internet of Things (IoT), cyber-physical systems, or cloud computing, enhance organizational productivity. However, empirical evidence on whether advanced capabilities of sophisticated technologies at the core of Industry 4.0 can improve organizational performance and productivity is still scarce and far from unanimous (Xu et al 2018 ; Frank et al 2019 ; Kaczam et al 2021 ), with only a few studies reporting positive productivity effects (Schroeder et al 2019 ; Calabrese et al 2021 ; Fettermann et al 2018 ).…”

Section: Introductionmentioning

confidence: 99%

It takes two to tango: technological and non-technological factors of Industry 4.0 implementation in manufacturing firms

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It is commonly held that new technologies improve the productivity of organizations. However, technology acceptance does not happen instantaneously—it depends on complementary, non-technological changes in organizational behaviour. The lack of the latter may present a barrier to technology implementation and could even result in adverse effects on productivity. This is often the case in emerging economies that are deeply embedded in mature technological frameworks and with limited readiness for the adoption of new technologies. Using data from organizations in the manufacturing sector of an emerging European economy, we empirically tested the effects of technological and non-technological factors of the organizational implementation of Industry 4.0 principles on productivity. The results of the investigation, based on structural equation modelling, reveal the positive effects of technology-related Industry 4.0 factors—such as the Internet of Things, cyber-physical systems, and cloud computing—on productivity. The findings also reveal that these effects are enhanced by the mediating effect of non-technological changes to business models, organizational structures and cultures, strategies, and shifts in focus regarding customers, products, and services. This study adds to the existing body of knowledge in this area by revealing the relevance of the individual channels through which transitions towards Industry 4.0 can be enhanced, using traditional manufacturing environments often neglected in studies within this research field. Supplementary Information The online version contains supplementary material available at 10.1007/s11846-022-00543-7.

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“…Table 1 presents the criteria used to parameterize the searches. The articles were searched in Scopus and Web of Science databases, both databases index most high-impact journals (Nascimento et al, 2020;Garlet et al, 2020;Kaczam et al, 2021;Neuenfeldt et al, 2016;Rediske et al, 2019). The inclusion and exclusion criteria were based on the existing literature, serving to refine the search results and select articles related to the purpose of the review (Narciso et al, 2014;Rediske et al, 2019;Tranfield et al, 2003).…”

Section: Methodsmentioning

confidence: 99%

Overview of the factors that influence the competitiveness of startups: a systematized literature review

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This research presents a systematized literature review to identify the main critical success factors (CSFs) that influence startups’ competitiveness. Considering that aspects related to competitiveness should be the target of organizations, especially early-stage companies, this paper identifies a broad of factors regarding startups’ competitiveness. A total of 36 articles were selected in Scopus and Web of Science databases and an in-depth bibliometric analysis of the corpus was performed using the VOSviewer software. 25 CSFs that influence startups’ competitiveness were identified and categorized into three fundamental points of view (FPVs), namely: organizational, human, and environmental. Organizational FPV covers factors that define the internal characteristics of startups. Human FPV, in turn, consists of characteristics of human capital, while the Environmental FPV refers to external factors and the startup context. This work could help practitioners and policymakers by enlightening them about startups’ competitiveness and the elements involved therein, along with providing them with a robust conceptual framework.

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Establishment of a typology for startups 4.0

Cited by 25 publications

References 129 publications

Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

It takes two to tango: technological and non-technological factors of Industry 4.0 implementation in manufacturing firms

Overview of the factors that influence the competitiveness of startups: a systematized literature review

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