The Approach to Industry 4.0 within the Slovak Business Environment

Grenčíková, Adriana; Kordoš, Marcel; Sokol, Jakub

doi:10.3390/socsci8040104

Cited by 11 publications

(6 citation statements)

References 25 publications

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“…With respect to readiness for I4.0, some studies have examined this in the context of EU countries Castelo-Branco et al 2019;Grenčíková et al 2019;Sony and Naik 2019). In general, the findings of for instance Lobova et al (2019) indicate that more developed countries have come a longer way in terms of I4.0 implementation.…”

Section: Adoption and Implementationmentioning

confidence: 99%

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

Madsen

2019

Administrative Sciences

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The Industry 4.0 (I4.0) concept is concerned with the fourth industrial revolution in manufacturing, in which technological trends such as digitalization, automation and artificial intelligence are transforming production processes. Since the concept’s introduction at the Hannover Fair in Germany in 2011, I4.0 has enjoyed a meteoric rise in popularity and is currently high on the agenda of governments, politicians and business elites. In light of these observations, some commentators have asked the question of whether I4.0 is a concept that is hyped up and possibly just the latest in a long line of fashionable management concepts introduced over the course of the last few decades. Therefore, the aim of this paper is to provide a critical outside-in look at the emergence and rise of I4.0. Theoretically, these processes are viewed through the lens of management fashion, a theoretical perspective well suited to examinations of evolutionary trajectories of management concepts and ideas. The findings indicate that the I4.0 concept has quickly become highly popular and is dominating much of the popular management discourse. The concept has migrated out of the specialized manufacturing discourse to become a more general concept with mainstream appeal and applicability, evidenced by a multitude of neologisms such as Work 4.0 and Innovation 4.0. The numbers 4.0 have spread in a meme-like fashion, evidenced by the fact that the combination of a noun and the numbers 4.0 are used to signal and usher in discussions about the future of business and society. While there is much evidence that clearly shows that the concept has had a wide-ranging impact at the discursive level, the currently available research is less clear about what impact the concept has had so far on industries and organizations worldwide.

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Section: Adoption and Implementationmentioning

confidence: 99%

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

Madsen

2019

Administrative Sciences

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“…However, there is one fundamental problem-whether Slovak industrial plants are sufficiently ready for the implementation of Industry 4.0. According to the study, from Grenčíková et al [11] within 80 industries operating in the mechanical engineering sector, in 2017, only 66% of respondents stated that Industry 4.0 is very important for the future, but in 2018 only 59% of respondents had the same opinion. What was interesting, however, was that compared to 2017, 2018 increased the number of companies stated to deal with I4.0 by 14%.…”

Section: Introductionmentioning

confidence: 99%

Application of the EFQM Model to Assess the Readiness and Sustainability of the Implementation of I4.0 in Slovakian Companies

et al. 2020

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The fourth industrial revolution (I4.0) is expected to increase quality, efficiency, availability, sustainability, the reduction of costs, the demand for energy and environment, and mainly increase the level of occupational health and safety (OHS). New procedures or paradigms of this revolution deflect from already used standards and create an assumption for building the exceptionality of organizations. The main idea of the performed research was to assess how managers in the Slovak industry perceive the readiness of organizations for the implementation of I4.0. The aim of this study, applied in 53 companies, was to assess two areas: the integration level of complex safety into management systems; and the impact of digitalization on OHS. The applied methodology was based on a modified EFQM (European Foundation for Quality Management) exceptionality model. Answers were transformed into numeric figures using a so-called spider web diagram. In the conclusion of this article, there are described interesting differences in the two mentioned areas based on the perception of both top management and the estimation of the readiness degree of the Slovak organizations for I4.0 concept.

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“…Although I4.0 proposes placing the operator at the center of every process [19], it mainly challenges employees to integrate themselves into digital systems [31]. Whether or not companies are uncertain about the results that I4.0 adoption will create, the rapid evolution of digital transformation results in another significant challenge for industries [32]. Moreover, the human resources department is challenged by this initiative, as recruitment processes differ from common procedures.…”

Section: Workers' Role and Development In I40mentioning

confidence: 99%

An Employee Competency Development Maturity Model for Industry 4.0 Adoption

Treviño-Elizondo

García-Reyes

2023

Sustainability

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Industry 4.0 (I4.0) is challenging for organizations, as workers lack digital competencies, and research on new roles is limited. Additionally, existing models for its adoption focus on technology incorporation, process improvement, and organizational transformation. Therefore, the opportunity exists for designing a new model that emphasizes developing employees’ competencies. A systematic literature review was conducted regarding existing models for I4.0 adoption and the desired worker competencies. After examining the gap in the current models and the categorization of their main elements, a new maturity model (MM) for I4.0 adoption, based on the development of employees’ competencies, is proposed. The MM helps practitioners and researchers assess an organization’s I4.0 adoption level in order to improve future actions. A validation process for the MM was implemented through the Delphi method. Additionally, a roadmap to guide workforce development is presented, which considers the digital challenges face by employees in advancing a strategic I4.0 adoption. The proposed roadmap allows for depicting new deployment strategies aligned with digital trends and employees’ commitments to sustaining the implementation efforts. This research recognizes talent, organizational culture, and communication plans as key elements for defining actions for developing the skills and competencies required for embracing the I4.0 enabling technologies.

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The Approach to Industry 4.0 within the Slovak Business Environment

Cited by 11 publications

References 25 publications

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory

Application of the EFQM Model to Assess the Readiness and Sustainability of the Implementation of I4.0 in Slovakian Companies

An Employee Competency Development Maturity Model for Industry 4.0 Adoption

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