Influence of Industry 4.0 technologies on corporate operation and performance management from human aspects

Abstract

Purpose The purpose of this paper is to discover how Hungarian manufacturing companies interpret technology and human resources as driving forces and barriers in terms of Industry 4.0 implementation. Design/methodology/approach The authors conducted 23 semi-structured interviews with corporate leaders and applied qualitative content analysis using Atlas.ti software. Findings The authors formulated a new definition of Industry 4.0 which emphasises the role of human factors. The authors identified driving forces (efficiency with speed/information flow/precision) and barriers (technology compatibility, human fears and lack of digital skills) in terms of Industry 4.0 implementation and developed the DIGI-TEcH performance management dimensions. Research limitations/implications Comparison with other countries is limited. Given the exploratory and qualitative nature, further quantitative research would be needed to generalise results. Finally, only manufacturing companies are examined. Practical implications It provides empirical evidence to practitioners to understand concerns about technology and human resource in terms of Industry 4.0 implementation. In addition, corporate performance management can be extended by the developed DIGI-TEcH dimensions. Originality/value This paper reveals key evidence for the uptake of technology and human factors in terms of Industry 4.0 implementation and their impacts on corporate operation and performance. It also provides an insight into a specific country context, which can be a useful benchmark for other Central and Eastern European countries.

Factors Influencing 4.0 Technology Adoption in Manufacturing SMEs in an Emerging Country

“…Factors Influencing 4.0 Technology Adoption in Manufacturing SMEs in an Emerging Country Moeuf et al (2020) anticipate several of the difficulties that the interviewed entrepreneurs mentioned in the process of technological adoption. In this sense, Obermayer et al (2022), state that the lack of trained personnel constitutes an obstacle in the process of adopting 4.0 technologies. Therefore, Proposition 2.1 has evidence because the findings of the present study agree that lack of experience and lack of methods and procedures are the main obstacles that weaken this process of incursion into 4.0 technologies for SMEs.…”

“…In particular, the lack of financial resources and specialised support impact on the core process in these SMEs. In addition, Obermayer et al (2022) mentioned how funding is a key factor in the success of the 4.0 technology implementation process.…”

Examining Contactless Digital Technologies (CDTs) in the Midst of the COVID-19

“…Hence, total automation is unbelievable, as digital technologies cannot completely replace human abilities. Human factors will still play a crucial role [83,84].…”

Companies on Thin Ice Due to Digital Transformation: The Role of Digital Skills and Human Characteristics

“…Industry 5.0 will be focusing on the creativity of humans working together with efficient, intelligent and accurate digital technologies (Maddikunta et al, 2021). Developing, finding or competing for digital-skilled workforce is often mentioned as a major challenge during digital transformation (Karacay, 2018;Horváth & Szabó, 2019;Obermayer et al, 2022) and also has a high priority in the European Union (European Commission, 2022a). In 2021, only 54% possessed at least basic digital skills and less than one third of Europeans possessed above basic digital skills (26%), which means that a large part of the EU population still lacks basic digital skills, even though most jobs require such skills (European Commission, 2022a).…”