Abstract
Companies are currently preparing for the fourth industrial revolution,
which is envisioned to radically change manufacturing processes, logistics and
business models in global manufacturing networks. Previous research have
emphasized the need to respond to the changing landscape of the digital economy
in dynamic and innovative ways. This study aims at exploring how small and
medium-sized companies are prepared to meet this opportunity and challenge. In
order to do this we have applied insights from innovation theories and empirical
findings from eight companies that are part of two industrial clusters. The findings
in this study indicate that even though most of the case companies have ambitions
to position themselves in a new digital landscape, they prepare themselves differently.
We see that organizations that has progressed furthest in implementing
Industry 4.0 related concepts are the ones that make actively use of their external
network in cooperation and sharing knowledge. These companies also have
managed the balance between exploration and exploitation internally, where
employees are both engaged in efficient manufacturing of existing products and
product development. Consequently, we claim that both openness and organizational
ambidexterity is vital for successful implementation of Industry 4.0.
Keywords: Innovation, Networks, Organizational ambidexterity, Implementation, Industry 4.0, Digitization.
which is envisioned to radically change manufacturing processes, logistics and
business models in global manufacturing networks. Previous research have
emphasized the need to respond to the changing landscape of the digital economy
in dynamic and innovative ways. This study aims at exploring how small and
medium-sized companies are prepared to meet this opportunity and challenge. In
order to do this we have applied insights from innovation theories and empirical
findings from eight companies that are part of two industrial clusters. The findings
in this study indicate that even though most of the case companies have ambitions
to position themselves in a new digital landscape, they prepare themselves differently.
We see that organizations that has progressed furthest in implementing
Industry 4.0 related concepts are the ones that make actively use of their external
network in cooperation and sharing knowledge. These companies also have
managed the balance between exploration and exploitation internally, where
employees are both engaged in efficient manufacturing of existing products and
product development. Consequently, we claim that both openness and organizational
ambidexterity is vital for successful implementation of Industry 4.0.
Keywords: Innovation, Networks, Organizational ambidexterity, Implementation, Industry 4.0, Digitization.
