Purpose

The research aims to investigate how firms can develop their sensing capabilities for Industry 4.0 (I4.0) technology adoption through reframing their opportunity perceptions related to learnings from I4.0 initiatives.

Design/methodology/approach

The research follows a design science research approach. Following the case of I4.0 technology introduction at a large food manufacturer, the paper develops a theoretical framework (artefact) and validates the applicability and efficacy of the framework within the case study.

Findings

The theoretical framework highlights the different temporal (short-term/long-term) and locational (direct/indirect) value dimensions of I4.0 opportunities. The findings show that the use of the framework can shift managers’ perception regarding the business value of an I4.0 technology implementation. Specifically, the framework reversed initially negative perceptions around a narrowly scoped business case towards an opportunity-oriented attitude exploring further potentials of the technology.

Research limitations/implications

The research adds to the debate when and why firms engage in, and sustain their I4.0 initiatives by providing a novel perspective on firms’ sensing capabilities. As a single-case study, the framework requires further validation in practice.

Practical implications

The proposed framework provides practitioners with an extended view concerning the potential value of digital transformation projects and serves as a conversational tool.

Originality/value

The presented wider frame for evaluating digital transformation projects, taking into account the more “intangible” value of their learnings, tackles the fundamental issue of translating explorative innovation efforts into exploitative value – a key challenge when dealing with innovation and one of the main barriers for the digital transformation.

中文翻译：

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制定或打破数字化转型计划的商业案例：学习的关键作用

目的

该研究旨在调查公司如何通过重新构建与从 I4.0 计划中学到的经验相关的机会认知来开发其感知能力，以适应工业 4.0 (I4.0) 技术的采用。

设计/方法/方法

该研究遵循设计科学研究方法。本文以一家大型食品制造商的 I4.0 技术引入案例为基础，开发了一个理论框架（artefact），并验证了该框架在案例研究中的适用性和有效性。

发现

理论框架突出了 I4.0 机会的不同时间（短期/长期）和位置（直接/间接）价值维度。调查结果表明，使用该框架可以改变管理人员对 I4.0 技术实施的商业价值的看法。具体而言，该框架将最初对范围狭窄的商业案例的负面看法转变为以机会为导向的态度，探索该技术的进一步潜力。

研究限制/影响

该研究通过提供有关公司感知能力的新视角，增加了公司何时以及为何参与并维持其 I4.0 计划的辩论。作为单一案例研究，该框架需要在实践中进一步验证。

实际影响

拟议的框架为从业者提供了有关数字化转型项目潜在价值的扩展视图，并用作对话工具。

原创性/价值

为评估数字化转型项目提出了更广泛的框架，考虑到他们学习的更多“无形”价值，解决了将探索性创新努力转化为开发性价值的基本问题——这是处理创新时的一个关键挑战，也是创新的主要障碍之一。数字化转型。