Data, information and knowledge management in the field of smart business
Nahid Entezarian; Mohammad Mehraeen
Abstract
New technologies in the field of Industry 4.0 enable companies to enhance their business processes and customize products and services through the generation of new knowledge. The creation and sharing of this new knowledge depends on both the optimal use of Industry 4.0 technologies and interactions ...
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New technologies in the field of Industry 4.0 enable companies to enhance their business processes and customize products and services through the generation of new knowledge. The creation and sharing of this new knowledge depends on both the optimal use of Industry 4.0 technologies and interactions along the value chain. However, achieving business benefits is highly dependent on human resources and their digital skills and competencies. Therefore, companies approaching the Industry 4.0 paradigm should consider these new technologies as tools that facilitate the creation and sharing of new knowledge. They should pay attention to the digital skills and competencies required to manage this technological transformation and enhance internal competencies. The purpose of this research is to combine the results and findings obtained from qualitative studies, providing new insights from previous research. In this study, a meta-composite approach was used to investigate qualitative case studies, examining the relationship between knowledge management and Industry 4.0 capabilities in organizations. The results show that knowledge management capabilities in the field of Industry 4.0 are examined in two dimensions: business models and organizational innovation. This research also emphasizes that in order to address organizational challenges, knowledge management strategies and the maturity level of Industry 4.0 technologies within organizations must be understood.IntroductionIndustry 4.0, driven by digital technologies such as smart sensors, IoT, cloud computing, big data, and AI, holds significant importance in the realm of organizational knowledge management. It enables convenient access to vast repositories of data that can be meticulously scrutinized to drive improvements in processes. Moreover, Industry 4.0 seamlessly merges the physical and virtual domains, thereby enhancing both production processes and resulting products (Wilkesmann, 2018). This study endeavors to propose a model that seamlessly integrates knowledge management and Industry 4.0 to gain a competitive advantage. The researchers will utilize the Meta-synthesis method to identify capabilities and develop a new framework, thus contributing to a deeper understanding in this field.Literature ReviewThe theoretical foundations are categorized into two components: Industry 4.0 and knowledge management.2.1. Industry 4.0Industry 4.0 emerged in 2011 as the fourth industrial revolution, focusing on fully automated and intelligent production systems. It involves the integration of production systems through real-time information exchange and flexible production. The internet and related technologies play a crucial role in connecting physical objects, machines, and processes across organizations (Ghobakhloo, 2018). Industry 4.0 relies on data-driven decision-making and recognizes the value of real-time data utilization. It disrupts traditional competition and impacts various aspects of organizational strategy, business models, innovation, supply chains, production processes, and stakeholder relationships (Pozzi et al., 2023).2.2. Knowledge management strategies and approaches in Industry4.0Knowledge is essential for decision-making in implementing Industry 4.0 technologies. Industry 4.0 significantly influences knowledge management within organizations. These technologies facilitate knowledge management by enhancing existing knowledge and generating new knowledge. Knowledge sharing and storage are key components of knowledge management in the context of Industry 4.0 (Salvadorinho & Teixeira, 2021). The cost-effective and high-performance nature of Industry 4.0 technologies makes them suitable for storing and sharing knowledge. Industry 4.0 technologies enhance value creation through knowledge sharing within organizations and enable organizational innovation and competitive advantage maximization through knowledge management (Gupta et al., 2022).MethodologyThis research proposes Meta-synthesis as a suitable method for effectively combining the various factors involved in knowledge management capabilities and Industry 4.0 technologies within organizations. Meta-synthesis serves as a valuable instrument in formulating a comprehensive theory by systematically amalgamating these elements. The selection of the Hoon model (Hoon, 2013) for this research is based on its comprehensive and innovative nature in comparison to other Meta-synthesis models. It is characterized as an exploratory and inductive research design that integrates qualitative case studies to extend the findings of the original studies. Hoon's proposed Metasynthesis entails eight specific steps, which are briefly outlined below:Step 1 involves designing and framing the research question related to knowledge management capabilities in Industry 4.0. Step 2 includes searching for articles using specific keywords and selecting relevant research. Step 3 involves screening and selecting suitable texts based on inclusion criteria. Step 4 entails extracting and coding evidence from selected studies. Step 5 analyzes individual studies using a causal network technique. Step 6 synthesizes findings on an across-study level. Step 7 involves building theory from meta-synthesis.Results and DiscussionThe convergence of Industry 4.0 and knowledge management within organizational frameworks serves to amplify the influence of knowledge management on the performance of organizational innovation (Tortorella et al., 2022). This study furnishes valuable perspectives for formulating an adoption strategy and prioritizing tasks in the integration of Industry 4.0. It underscores the significance of knowledge dissemination in expediting the assimilation of Industry 4.0 and recommends a focus on cultivating affiliations with strategic counterparts. The development of internal capabilities and competencies stands as pivotal for meaningful engagement in knowledge dissemination for Industry 4.0. Effective knowledge exchange among organizations can offset the dearth of internal resources and knowledge during the adoption process. This study accentuates the cost-effectiveness of knowledge sharing as an alternative to external consultants. In sum, it furnishes invaluable insights for managers seeking to augment organizational innovation, fortify stakeholder associations, and attain a competitive edge in the landscape of Industry 4.0.ConclusionThe Meta-synthesis approach used in this study has limitations, including a smaller sample size of only 8 studies, which raises concerns about the generalizability of the findings. The reliance on a limited number of keywords for searching and identifying studies is another limitation. However, the study's analysis revealed similarities among the chosen articles, and the selection process followed the criteria set by Hoon (2013). The Meta-synthesis protocol allows for the development of causal networks, meta-causal network, and case comparison table, showing a wider context of knowledge management and Industry 4.0 capabilities in organizations. Future studies should encompass a wider scope, as organizations in the Industry 4.0 environment need to share and manage knowledge both internally and externally. The Meta causal network developed in this study can be used as a foundation for developing strategies that generate value and foster a competitive advantage in the realm of Industry 4.0.Keywords: Knowledge Management, Industry 4.0, Meta-Synthesis, Case Study.Figure 1. Meta-causal network of selected analyzed studies (research findings)
Management approaches in the field of smart
Esmaeil Mazroui Nasrabadi; Zahra Sadeqi Arani; Mostafa Salmannejad
Abstract
AbstractThe implementation of Industry 4.0 in the healthcare sector to improve community health is of great importance. Therefore, it is crucial to identify the critical success factors for implementing Industry 4.0 in the healthcare sector, model them, and analyze scenarios for targeted interventions. ...
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AbstractThe implementation of Industry 4.0 in the healthcare sector to improve community health is of great importance. Therefore, it is crucial to identify the critical success factors for implementing Industry 4.0 in the healthcare sector, model them, and analyze scenarios for targeted interventions. This issue has not been investigated in previous studies, and this research aims to fill this research gap. This research was conducted in two qualitative and quantitative stages. The statistical population was experts in both stages, and the judgmental and snowball sampling methods were used. The first stage had a population size of 17, determined based on theoretical saturation, while the second stage had a population size of 10. Thematic analysis was used as the data analysis method in the first stage, and fuzzy cognitive mapping was used in the second stage. The results showed that "competent managers," "support and cooperation," and "competent human resources" have the most significant impact, while "project management," "appropriate planning," and "support and cooperation" are the most susceptible. Furthermore, "support and cooperation," "appropriate planning," and "project management" are the most central. Three forward and three backward scenarios were designed for more effective interventions. It is recommended to improve the organization's educational system, strengthen the succession system, implement transparent contracts, and improve the quality of human resource management to achieve independent variables. IntroductionThe health sector is of great importance to governments. Recent developments in technology (especially industry 4.0) have led to a transformation in the health sector, and if the health sector fails to adapt to these developments, it will face serious damage. These developments have led to widespread benefits such as reduced costs, increased productivity, and increased quantity and quality of service. Failure to pay attention to this transformation can lead to the loss of competitive advantage and lack of proper control of the disease, so the factors that can lead to successful implementation of Industry 4.0 must be identified. This research has three steps. The first step is to identify critical success factors in the implementation of Industry 4.0 in health care.In the second step, the modeling of these factors is discussed to determine the role of each CSF and their relationships. Finally, by identifying the backward and forward scenarios, it is possible to apply targeted interventions. Literature ReviewThe 4th Generation Industrial Revolution has transformed healthcare into healthcare 4.0. Like the industry that has gone through different generations, healthcare has also had different generations: Healthcare 1.0, Healthcare 2.0, Healthcare 3.0, and Healthcare 4.0 (Oduncu, 2022). Health 4.0 is a continuous and transformative process for converting the entire healthcare supply chain. With the help of health care 4.0 patients get rid of negative conditions such as the progression of their disease, and new inventions in the field of health that reduce human death, and prevent the prevalence of diseases. The patient's records are also safe and used if necessary (Oduncu, 2022). In this generation of health, IOT, intelligent measurement, cloud computing, big data analysis, artificial intelligence, automatic control, and automatic and robotic implementation are combined, to create not only digital health products and technologies but also digital health services. (Pang et al., 2018). MethodologyTo answer the research questions, two qualitative and quantitative steps have been performed. In the qualitative stage, the CSFs for the implementation of Industry 4.0 in the healthcare sector were identified. The method of sampling is purposeful, and the sample size was determined by theoretical saturation. Semi-structured interviews and thematic analysis method has been used to gather and analyze the data. In the second stage, the conceptual model of the CSFs of Industry 4.0 implementation was extracted. Using a researcher-made questionnaire data was collected and modeling CSFs was carried out using the fuzzy cognitive map method and Pajek and FCMapper software. ResultsIn the first stage, based on interviews, 32 CSFs were identified in the healthcare sector and categorized into 11 groups that is:Future study and gaining experienceProject ManagementCompetent managersCompetent human resourceThe rule of lawProper hardware and softwareOrganizational readiness analysisComplete ecosystemProper planningFinancingSupport and cooperationPublic education (for the community)The fuzzy cognitive map method was used to identify CSFs model. Out of the 12 CSFs studied, 2 variable is drivers, "competent managers" and "organizational readiness analysis"; and two receivers are "project management" and "public education" factors. The remaining 8 factors have ordinary status, meaning that they have both effective and effective roles. In the first backward scenario, the "project management" factor was considered as the target factor to create a scenario path. During the process of drawing this scenario, the "proper hardware and software" factor was determined as the starting point of the scenario. The path of this scenario shows the high importance of the "proper hardware and software" factor in improving the current state of project management. The second and third scenario pathways are part of the first scenario, which indicates the high importance of "proper hardware and software" and "support and cooperation" in Healthcare 4.0.The first forward scenario path shows that as the "competent managers" factor improves, the maximum improvement in the "competent human resource" will be formed because competent managers are unable to work with ordinary human resources and feel more damaged. The second and third scenarios as part of the first scenario also emphasize its double importance. Overall, it can be claimed that the existence of competent managers and competent human resources and their support and cooperation with each other are considered to be the most important factors that will strengthen the success of the health sector in the implementation of the fourth-generation industry. Discussion and ConclusionThe research findings include important suggestions for healthcare managers in the implementation of the fourth-generation industry. According to the findings from the backward scenario, it is suggested that the most priority for the “proper hardware and software” factor is considered as the essential starting point in this project; because if it is ignored, the human resources involved will not take this project seriously and therefore will not take action for other factors. But the presence of this factor, as can be seen in all three paths, can have the most important impact on the support and cooperation of the organization's managers and human resources. These factors will also activate management activities such as project management and planning. It is also recommended to use competent and specialist managers at the starting point of the project. Experienced and expert managers will be able to make the most of the organization's human resources capacity and provide the best possible way to provide the required hardware and software.
Shirin Karbasi; GholamReza. Hashemzadeh Khorasgani; Abbas Khamseh; Kiamars Fathi Hafshjani
Abstract
Today, Industry 4.0 has led to increased productivity in manufacturing organizations with technological advances in the form of intelligence and digitalization. From a strategic and technological point of view, Industry 4.0 technology roadmap, in addition to aligning the main strategies of the organization ...
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Today, Industry 4.0 has led to increased productivity in manufacturing organizations with technological advances in the form of intelligence and digitalization. From a strategic and technological point of view, Industry 4.0 technology roadmap, in addition to aligning the main strategies of the organization with technology programs, has led manufacturing organizations to intelligent production systems and the possibility of using intelligent and digital technologies such as: big data, IoT, Cloud computing, and provides robots for them. The purpose of this study is to present a model of industry 4.0 technology roadmap in power plant equipment and energy supply industries. In this research, by studying the subject literature, interviews and using structural equation modeling tools, 46 index in the form of 14 components in 6 dimensions (drivers, market, product, technology, research
