TY - JOUR
T1 - Kick-start for connectivity - How to implement digital platforms successfully in industry 4.0
AU - Schmidt, M.-C.
AU - Veile, J.W.
AU - Müller, J.M.
AU - Voigt, K.-I.
N1 - Cited By :9
Export Date: 14 December 2023
References: Birkel, H. S., Veile, J. W., Müller, J. 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M., Buliga, O., Voigt, K.-I., Fortune Favors the Prepared: How SMEs Approach Business Model Innovations in Industry 4.0 (2018) Technological Forecasting and Social Change, 132, pp. 2-17; Müller, J.M., Voigt, K.-I., Sustainable industrial value creation in SMEs: A comparison between industry 4.0 and made in China 2025 (2018) International Journal of Precision Engineering and Manufacturing-Green Technology, 5 (5), pp. 659-670; Parker, G., Van Alstyne, M., Choudary, S.P., (2016) Platform Revolution: How Networked Markets are Transforming the Economy and How to Make Them Work for You, , New York: Norton and Company; Ravichandran, T., Exploring the Relationships Between IT Competence, Innovation Capacity and Organizational Agility (2017) The Journal of Strategic Information Systems, 27 (1), pp. 22-42; Tiwana, A., Bush, A.A., Spotting Lemons in Platform Markets: A Conjoint Experiment on Signaling (2014) IEEE Transactions on Engineering Management, 61 (3), pp. 393-405; Veile, J. 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PY - 2019/10
Y1 - 2019/10
N2 - Based on digitalization and interconnectedness, Industry 4.0 causes a structural change in the value creation processes, and thus reinforces the transformation of business processes and business models. One way for companies to cope with this development and its associated challenges is to apply digital platforms in the value creation process. As the potential of digital platforms for industrial value creation can only be leveraged to its full extent with adequate implementation, this paper addresses the research question: “How are digital platforms best implemented in Industry 4.0 contexts?” Using a qualitative case study design, based on 32 semi-structured expert interviews, the study identifies different triggers and initiators, challenges, and respective countermeasures, as thematic core elements of implementation, and requirements for platforms. The research insights contribute to existing literature on Industry 4.0 and digital platforms. In addition, the paper discusses practical implications for industrial companies.
AB - Based on digitalization and interconnectedness, Industry 4.0 causes a structural change in the value creation processes, and thus reinforces the transformation of business processes and business models. One way for companies to cope with this development and its associated challenges is to apply digital platforms in the value creation process. As the potential of digital platforms for industrial value creation can only be leveraged to its full extent with adequate implementation, this paper addresses the research question: “How are digital platforms best implemented in Industry 4.0 contexts?” Using a qualitative case study design, based on 32 semi-structured expert interviews, the study identifies different triggers and initiators, challenges, and respective countermeasures, as thematic core elements of implementation, and requirements for platforms. The research insights contribute to existing literature on Industry 4.0 and digital platforms. In addition, the paper discusses practical implications for industrial companies.
KW - Buyer-supplier relationships
KW - Collaboration
KW - Digital platforms
KW - Digital technologies
KW - IIoT
KW - Industry 4.0
KW - Supplier integration
UR - https://www.mendeley.com/catalogue/7734c10f-1877-3f4a-b777-29337d11c318/
U2 - 10.22215/timreview/1271
DO - 10.22215/timreview/1271
M3 - Article
SN - 1927-0321
VL - 9
SP - 5
EP - 15
JO - Technolog. Innov. Manag. Rev.
JF - Technolog. Innov. Manag. Rev.
IS - 10
ER -
SDG 9 Industry, Innovation, and Infrastructure