Information Management for Manufacturing SMEs

Wuest, Thorsten; Thoben, Klaus‐Dieter

doi:10.1007/978-3-642-33980-6_53

Cited by 12 publications

(3 citation statements)

References 9 publications

(14 reference statements)

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“…The scope of digitalization is limited due to the size and capabilities of SMEs. The disadvantages of SMEs such as limited financial and human resources shape the extent of digitalization strategy (Wuest and Thoben 2011).…”

Section: Strategic Role Of Digitalization In the Overall Success Of Smesmentioning

confidence: 99%

Adoption and performance outcome of digitalization in small and medium-sized enterprises

Kallmuenzer,

Mikhaylov,

Chelaru

et al. 2024

Rev Manag Sci

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Digital transformation has a profound impact on businesses and various implications for firms. While some effectively navigate this digital shift, harnessing the benefits of modern technologies, many small and medium-sized enterprises (SMEs) struggle to seize the opportunities presented by this transformative process, despite its unprecedented potential. Decision-makers within SMEs often grapple with uncertainty surrounding the digitalization process, leading to hesitancy in embracing available technologies. This qualitative study endeavors to address this challenge by exploring the enablers and barriers of digitalization adoption within SMEs, while also assessing its impact on performance. In-depth interviews were conducted with SME managers, with the results revealing that several factors simplify the process of digitization in SMEs, including the appropriate technologies, and a workforce equipped with the right digital skills to use them. Conversely, we identified elements that pose barriers to digitalization, such as the risk-averse culture prevalent in many SMEs, and their reliance on outdated legacy systems. In summary, our research underscores the importance of a strategic interplay of these elements for effective digitization within SMEs. This study sheds light on the intricacies of the digitalization process, while also providing valuable insights into the factors influencing its adoption and the resulting performance outcomes in the SME context.

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Section: Strategic Role Of Digitalization In the Overall Success Of Smesmentioning

confidence: 99%

Adoption and performance outcome of digitalization in small and medium-sized enterprises

Kallmuenzer,

Mikhaylov,

Chelaru

et al. 2024

Rev Manag Sci

View full text Add to dashboard Cite

show abstract

“…The Indian Tata Group, for instance, launched their mini truck with the aim of overcoming the challenge of driving on poorly constructed roads [36]. Groups of SMEs would normally produce an even greater effect, due to their flexible structures, quick decision-making processes and unique know-how in specific areas [37]. There are numerous examples of SME groups getting awarded with a grant for their highly innovative and impactful R&D projects (Fibertech Group, Proxigroup, InnovativeHealth Group, etc.)…”

Section: Considering the Potential Impact O Small And Medium-sized Bu...mentioning

confidence: 99%

Managing Corporate Sustainability and Responsibility Efficiently: A Review of Existing Literature on Business Groups and Networks

Liakh

Spigarelli

2020

Sustainability

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Given the global relevance of business groups (BG) and networks as efficient organizational forms for corporate sustainability and responsibility systems (CSR), and seeing that management control systems (MCS) play a pivotal role in transmitting authority to CSR and formalizing a sustainability organizational culture, this paper aims to review the available literature in order to investigate efficient adoptions of CSR by BGs or networks. Both organizational forms have positive effects on CSR development, on three levels: (a) setting industry standards (macro—external environment); (b) stimulating sustainability-oriented innovations (mezzo—member firms); (c) reputational gains, CSR expenses mitigation, and optimization of organizational capabilities (micro—individual SMEs). The studies on SMEs were useful in identifying current sustainability practices: both partial (social, environmental) and complete sustainability systems were susceptible to being integrated with management accounting, making them an almost implicit tool for proper CSR. Finally, by gathering the empirical literature on sustainability transitions of networks and groups, it was possible to trace a comprehensive introductory plan that operators could resort to for initial guidance. The six steps of this process are (1) project initiation, (2) preliminary actions, (3) change management decision, (4) firm-level activities, (5) auditing, (6) transition to territorial social responsibility (optional).

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“…Compared with large companies, which are making headway in the adoption of smart manufacturing, SMEs often struggle [20]. It is necessary to invest money and human resources to transition to smart manufacturing [21]. For SMEs in particular, retrofitting represents the opportunity to change their manufacturing process strategically and effectively.…”

Section: Introductionmentioning

confidence: 99%

Industry 4.0: a systematic review of legacy manufacturing system digital retrofitting

2022

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Industry 4.0 technologies and digitalised processes are essential for implementing smart manufacturing within vertically and horizontally integrated production environments. These technologies offer new ways to generate revenue from data-driven services and enable predictive maintenance based on real-time data analytics. They also provide autonomous manufacturing scheduling and resource allocation facilitated by cloud computing technologies and the industrial Internet of Things (IoT). Although the fourth industrial revolution has been underway for more than a decade, the manufacturing sector is still grappling with the process of upgrading manufacturing systems and processes to Industry 4.0-conforming technologies and standards. Small and medium enterprises (SMEs) in particular, cannot always afford to replace their legacy systems with state-of-the-art machines but must look for financially viable alternatives. One such alternative is retrofitting, whereby old manufacturing systems are upgraded with sensors and IoT components to integrate them into a digital workflows across an enterprise. Unfortunately, to date, the scope and systematic process of legacy system retrofitting, and integration are not well understood and currently represent a large gap in the literature. In this article, the authors present an in-depth systematic review of case studies and available literature on legacy system retrofitting. A total of 32 papers met the selection criteria and were particularly relevant to the topic. Three digital retrofitting approaches are identified and compared. The results include insights common technologies used in retrofitting, hardware and software components typically required, and suitable communication protocols for establishing interoperability across the enterprise. These form an initial basis for a theoretical decision-making framework and associated retrofitting guide tool to be developed.

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Information Management for Manufacturing SMEs

Cited by 12 publications

References 9 publications

Adoption and performance outcome of digitalization in small and medium-sized enterprises

Adoption and performance outcome of digitalization in small and medium-sized enterprises

Managing Corporate Sustainability and Responsibility Efficiently: A Review of Existing Literature on Business Groups and Networks

Industry 4.0: a systematic review of legacy manufacturing system digital retrofitting

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