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2020 | OriginalPaper | Buchkapitel

1. Barriers of Creating Competitive Advantage in the Age of Industry 4.0: Conclusions from International Experience

verfasst von : Anna Adamik, Michał Nowicki

Erschienen in: Contemporary Challenges in Cooperation and Coopetition in the Age of Industry 4.0

Verlag: Springer International Publishing

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Abstract

Industry Revolution 4.0 generate significant issues to still a large group of enterprises and often even barriers to the processes of their further growth or improving market competitiveness. Unfortunately, awareness among the businesses regarding their specificity, prevalence and real consequences is limited. This is why identification of major problems of effective shaping of enterprises’ competitiveness in the Industry 4.0 era is the research problem. Consequently, the main goal of the paper is to identify and map the key barriers and potential sources of failure in processes of building competitive advantage of enterprises operating in the age of Industry 4.0, the so-called Black Points and creation of a specific “Road Map”, which is a path/algorithm of actions illustrating how organisations can better prepare themselves to overcome these key barriers. The research was based on a review of the literature on strategic management, competitiveness of businesses, theory on competitive advantage or describing requirements that organisations face in the age of IR 4.0. The collected data was compared with the empirical results of research by global management consultancies who assessed the problems and degree of implementation of IR 4.0 solutions and preparation of enterprises from various countries to the requirements of IR 4.0.

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Nächstes Kapitel Industry 4.0 in Poland: A Systematic Literature Review and Future Research Directions

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See, i.e. [9, 21, 22, 47].

See, i.e. [32, 40, 42, 58].

See, i.e. [2, 3, 4, 7, 8, 12, 33, 49].

Only the following types of publications were taken into account: articles, proceedings, reports, book chapters. Therefore, publications excluded included, e.g. reviews, news items/notes, or editorial materials, etc.

In the case of analyses based on WoS CC resources, only the publications indexed in at least one of the following Web of Science Categories were taken into account: business/business finance/economics/management/operations research management science/planning development/engineering manufacturing. When selecting the data sets to be obtained from Scopus database, filters were used, which caused further analyses to be conducted on publications indexed in at least one of the following categories (Scopus): Business, Management and Accounting/Computer Science/Decision Sciences/Economics, Econometrics and Finance/Engineering/Environmental Science/Social Sciences.

See: [6, 30¸ 43].

It is a software tool for constructing and visualizing bibliometric networks.

Industry 4.0 → The concept of Industry 4.0 appeared in the literature in the year 2011 [27, 50]. It helped entrepreneurs to realise key developmental directions for the near future that determine the possibilities of gaining and maintaining competitive advantages. The Industry 4.0 challenges encompassed several areas such as: Autonomous Robots, Simulations, Vertical/Horizontal Software Integration, Machine-to-Machine Communication (M2M), Industrial Internet of Things, Internet of Services, Big Data and Analytics, Clouds, Additive Manufacturing, Augmented Reality, Virtual Reality, Cyber-Physical Systems, Digital Twin, Artificial Intelligence, Neural Networks, Cybersecurity and Mass Customisation. At the same time, considerations accompanying the concept pointed to a need to respect six key principles of effective competition under the conditions of Industry 4.0. These principles are: (1) inter-organisational cooperation, (2) virtualisation of business activities, (3) decentralisation of management processes, (4) real-time assessment of all kinds of organisational capabilities (e.g. production, sales, transport, warehousing capabilities, etc.), (5) service orientation, and (6) modularity of the proposed products, services and other types of solutions Hermann et al. (2015).

Competitiveness → The organisation’s competitiveness is the state of the organisation’s dynamic balance, developed due to its strategic fit. It is a relatively permanent system of relations between the organisation and its environment, as well as within the organisation itself, which allows it to comply with the requirements of the organisation’s environment and members (in the material and technical, as well as political and social sense).

Competitive advantage → It is the ability of a given organisation to consciously identify, implement, develop, protect and obtain benefits of unique resources and skills (encompassing all the organisation’s value chain links) which, being desired and valued by the market, are not available to the same extent to other competitors. Such an advantage appears when resources are configured and exploited in a proper manner. It leads to a situation in which a company has something that distinguishes it in the market out of the ranks of its competitors, i.e. special assets that allow it to do something better or differently from its competitors, and consequently achieves better results that lead to a specific superiority over other.

Open resources → This openness should apply to an enterprise’s resources as well as resources of its customers, suppliers and competitors. In fact, it should encompass entities that have complementary skills and do not hesitate to use them in relationships of co-creation with other sectors.

Open culture → It is the type of culture characterized by the so-called openness to space, which means openness to change, openness to uncertainty and openness to flexibility. Such culture should be characterized by openness to learning as well as promoting and encouraging flexibility and creativity.

Open knowledge → It is a common good from which everyone can benefit, a staff member and an organization itself or its business partners. Moreover, everyone can participate in its development. Knowledge is open if everyone has free access to it, can use, modify and share it with others, subject to the requirements of, at most, the determination of the sources of its origin or maintaining its openness.

Equivalent of filter “topic” used with WoS CC.

Equivalent of filter “title” used with WoS CC.

Based on the data obtained from WoS CC, the following were determined:

n = number of articles indexed in the Web of Science Core Collection database that contain a given keyword;

h = h – index for all articles;

C = sum of times cited (without self-citations);

WoS “X” = highest citation value;

ACR = average citations per item;

Based on the data obtained from Scopus, the following were determined:

n = number of articles indexed in the Scopus database that contain a given keyword;

C = sum of times cited;

HCV = highest citation value for an article;

“X/Y/Z/…” = number of citations of article with highest citation value (descending order);

FWCI = Field-Weighted Citation Impact.

The search used the filter “title”.

The search used the filter “article title” (equivalent of “title” in WoS CC).

As an exception, filter “topic” was used, as the filter “title” yielded very little valuable results.

During the last 5 years for WoS CC:0/1/2/5/5 and for Scopus: 1/1/3/10/17.

During the last 5 years for WoS CC:2/5/36/103/73) and for Scopus: 32/83/122/226/319.

The Tree of Life perceived as a cultural pattern, symbolised the perpetual rebirth of nature and had the gift of giving immortality (in Jewish, Christian, Muslim, Buddhist traditions, the Greek myth of Heracles); it is also a bridge between two worlds—the lower, problematic one (roots, earth) and the ideal, dream one (crown, heaven) [24, 38].

History shows that the same organizational practices are not maintained throughout a long-life span. This demonstrates a most basic point: management problems and principles are rooted in time.

See, i.e. [3, 14, 18, 26, 45, 51].

The report is based on data from 300 manufacturing industry CEOs. This data was part of the 2018 CEO Outlook, a survey of 1300 CEOs in 11 countries, conducted in early 2018 by Forbes Insights on behalf of KPMG International. To support the data, KPMG International conducted a series of interviews with executives at manufacturers around the world. Their experience, combined with the views of KPMG professionals and sector leaders, provides valuable insights for today’s manufacturers.

This research is based on a survey of 1603 global executives conducted by Forbes Insights in the second half of 2017. Survey respondents represented 19 countries from the Americas, Asia and Europe and came from all major industry sectors. All survey respondents were C-level executives, including CEOs/presidents (16%), with the rest evenly divided among COOs, CFOs, CMOs, CIOs and CTOs. All executives represented organizations with revenue of $1 billion or more, with more than half (53%) coming from organisations with more than $5 billion in revenue. Additionally, Forbes Insights and Deloitte conducted one-on-one interviews with global industry leaders and academics.

The report is based on data from over 700 qualified respondents from companies with more than 50 employees and over USD 10 million in revenues, spanning a range of industry sectors from automotive to chemicals to transport and logistics for seven key markets (Brazil, China, France, Germany, India, Japan and the USA).

Report gives expertise in developing supply chain maturity assessment tools, and the assessment is designed around four readiness levels (beginner, intermediate, experienced and expert). They have explicit statements of what needs to be achieved to reach that particular level of readiness for each sub-dimension. This report has been designed to enable complete a self-assessment of your company’s current Industry 4.0 readiness, providing a benchmark across a group of 53 companies from 22 countries—74% of respondents were senior management or executives.

A barrier was identified in:

0–19% of the tested sample = score 1 = barrier very low;
20–39% of the tested sample = score 2 = barrier low;
40–59% of the tested sample = score 3 = barrier average;
60–79% of the tested sample = score 4 = barrier high;
80–100% of the tested sample = score 5 = barrier very high.

See in Appendix Table 1.3.

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Titel: Barriers of Creating Competitive Advantage in the Age of Industry 4.0: Conclusions from International Experience
verfasst von: Anna Adamik
Michał Nowicki
Verlag: Springer International Publishing
Buch: Contemporary Challenges in Cooperation and Coopetition in the Age of Industry 4.0
Print ISBN: 978-3-030-30548-2

Electronic ISBN: 978-3-030-30549-9

Copyright-Jahr: 2020
DOI: https://doi.org/10.1007/978-3-030-30549-9_1