The Fourth Industrial Revolution poses significant challenges to manufacturing companies from the technolo-
gical, organizational and management points of view. This paper aims to explore how top executives interpret
the concept of Industry 4.0, the driving forces for introducing new technologies and the main barriers to Industry
4.0. The authors applied a qualitative case study design involving 26 semi-structured interviews with leading
members of firms, including chief digital officers and chief executive officers. Company websites and annual
reports were also examined to increase the reliability and validity of the results. The authors found that man-
agement desire to increase control and enable real-time performance measurement is a significant driving force
behind Industry 4.0, alongside production factors. Organizational resistance at both employee and middle
management levels can significantly hinder the introduction of Industry 4.0 technologies, though these tech-
nologies can also transform management functions. Multinational enterprises have higher driving forces and
lower barriers to industry 4.0 than small and medium-sized companies, but these smaller companies have good
opportunities, too.
This episode explores the real-world effects of Industry 4.0 technologies in manufacturing, drawing on recent research and interviews with industry leaders. Listeners will learn how firm size, country context, and management ambitions shape the adoption of these technologies, as well as the challenges and opportunities faced by companies worldwide.
This episode delves into how top executives view the push for Industry 4.0, spotlighting what motivates and what hinders adoption in manufacturing. We unpack unique challenges for both multinational enterprises and SMEs, and explore actionable insights from a recent qualitative study.
