How will artificial intelligence and Industry 4.0 emerging technologies transform operations management?

Abstract

Emerging technologies such as artificial intelligence, blockchain, additive manufacturing, advanced robotics, autonomous vehicles, and the Internet of Things are frequently mentioned as part of “Industry 4.0.” As such, how will they influence operations and supply chain management? We answer this question by providing a brief review of the evolution of technologies and operations management (OM) over time. Because terms such as “Industry 4.0” do not have a precise definition, we focus on more fundamental issues raised by Industry 4.0 emerging technologies for research in OM. We propose a theory of disruptive debottlenecking and the SACE framework by classifying emerging technologies in terms of the functionalities they enable: sense, analyze, collaborate, and execute. Subsequently, we review the nascent but rapidly growing literature at the interface between digital technologies and OM. Our review suggests that one way to assess the value of Industry 4.0 technologies can be via their influence on adding revenues, differentiating, reducing costs, optimizing risks, innovating, and transforming business models and processes. Finally, we conclude by proposing an agenda for further research.

Personal fabrication as an operational strategy: Value of delegating production to customer using 3D printing

“…Our work is among the first analytical papers on this topic. Our work also heeds the calls from operations management thought leaders for more impactful research on emerging Industry 4.0 technologies of which 3D printing is a critical component (Choi et al, 2022;Mithas et al, 2022).…”

Digital transformation in operations management: Fundamental change through agency reversal

“…Concurrently, as the IS field increasingly recognizes the value of qualitative research as well as historical and archival datasets (Monteiro et al, 2022), we can also benefit from interpretivist approaches when studying topics at the intersection of IS and OM, such as the ways that DT endeavors unfold over time (e.g., Struijk et al, 2022). Finally, as the implementation of advanced algorithmic solutions holds the potential of transforming OM (Mithas et al, 2022), future research should further explore questions related to their adoption and retention. The topic provides opportunities for experiment-based approaches that, in the context of OM, can further explore the trust of decision-makers in the suggestions of algorithmic solutions (q.v., Little, 1970).…”

How deadline orientation and architectural modularity influence software quality and job satisfaction

“…An essential element of digital transformation concerns the ever‐increasing importance of software, which has become ubiquitous not only in start‐ups and technology organizations, but also across all industries (Kumar et al, 2018; Mithas, Chen, Saldanha, & Silveira, 2022; Parker et al, 2016). Software used to play a supportive role in organizations, and the main goal of the traditional IT unit was to reliably provide software systems, such as enterprise resource planning (ERP) software, and aligning them with business needs (Mithas & Kude, 2017; Saldanha et al, 2020).…”