The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory
Abstract
:1. Introduction
1.1. Aim and Contribution
1.2. Research Approach
2. A Brief History of the Industry 4.0 (I4.0) Concept
2.1. Origins and Emergence
2.2. Popularization
2.2.1. Familiarity of the Industrial Production Paradigm
2.2.2. The Active Role of Government
2.2.3. Timing and Zeitgeist
2.3. Conceptual Evolution
3. Characteristics and Framing of the I4.0 Concept
3.1. I4.0 as a Management Concept
3.2. Characteristics and Framing
3.2.1. Label
3.2.2. Interpretative Space
3.2.3. Promises and Expectations of Performance Improvements
3.2.4. Universality
4. The Supply Side of I4.0
4.1. The Management Fashion Arena Around I4.0
4.2. Conferences and Seminars
4.3. Academia
4.4. Technology Vendors
4.5. Consulting Firms
4.6. Business Media
4.7. Social Media
5. The Demand Side of I4.0
5.1. Interest
5.2. Adoption and Implementation
5.3. Effects
6. Discussion
6.1. Emergence
6.2. Evolution
6.3. Is I4.0 Old Wine in New Bottles?
7. Conclusions
7.1. Contributions
7.2. Limitations
7.3. Future Research
Funding
Conflicts of Interest
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Quote | Reference |
---|---|
“envisioned future” | Meyer (2019) |
“technology-centered vision” | Kopp et al. (2016) |
“Industry 4.0 does not equal technologies but communicates an envisioned state of manufacturing industries” | Reischauer (2018, p. 3) |
“big, visionary picture” | Pfeiffer (2017, p. 108) |
“The German vision paints a bright picture of the future industry” | Johansson et al. (2017, p. 282) |
Area | Neologism | Reference |
---|---|---|
Work, leadership and knowledge management | HRM 4.0 | Liboni et al. (2019) |
Smart HR 4.0 | Sivathanu and Pillai (2018) | |
Arbeit 4.0 | Botthof and Hartmann (2015) | |
Work 4.0 | Fischer et al. (2017), Salimi (2015) | |
Leadership 4.0 | Kelly (2019), Prince (2017) | |
Knowledge Management 4.0 | Neumann (2018) | |
Operations, quality and logistics | Quality 4.0 | Johnson (2019), Radziwill (2018) |
Lean 4.0 | Mayr et al. (2018) | |
Six Sigma 4.0 | Schäfer et al. (2019) | |
Logistics 4.0 | Barreto et al. (2017), Ten Hompel and Henke (2014), Tijan et al. (2019), Winkelhaus and Grosse (2019) | |
Supply Chain Management 4.0 | Frazzon et al. (2019) | |
Industry/sector specific | Services 4.0 | Paschou et al. (2018) |
Service Management 4.0 | Kans and Ingwald (2016a, 2016b) | |
Retail 4.0 | Lee (2017) | |
Fashion 4.0 | Behr (2018), Bertola and Teunissen (2018) | |
Agriculture 4.0 | Zambon et al. (2019) | |
Airport 4.0 | Koenig et al. (2019) | |
Pharma Industry 4.0 | Ding (2018) | |
Building Management 4.0 | Rogers (2018) | |
Construction 4.0 | Maskuriy et al. (2019) | |
Field Service Technician Management 4.0 | Vössing and von Bischhoffshausen (2018) | |
Care 4.0 | Chute and French (2019) | |
Education | Higher Education 4.0 | Xing (2019) |
Education 4.0 | Almeida and Simoes (2019), Benešová and Tupa (2017), Buasuwan (2018), Ciolacu et al. (2017), Hariharasudan and Kot (2018), Mourtzis et al. (2018), Puncreobutr (2016) | |
Engineering Education 4.0 | Schuster et al. (2016) | |
Learning 4.0 | Janssen et al. (2016) | |
University 4.0 | Lapteva and Efimov (2016) | |
Innovation management | Innovation 4.0 | Reischauer and Leitner (2016) |
Innovation Management 4.0 | Völker et al. (2019) | |
Marketing and consumers | Consumer Behavior 4.0 | Roblek et al. (2016) |
Marketing 4.0 | Bergemann (2019), Jiménez-Zarco et al. (2019), Kotler et al. (2016), Vassileva (2017), Wereda and Woźniak (2019) | |
Customer 4.0 | Wereda and Woźniak (2019) | |
Management and governance | Controlling 4.0 | Heimel and Müller (2019), Obermaier (2016) |
Enterprise 4.0 | Ferreira et al. (2019) | |
Society | Neighborhood 4.0 | Cooper and Sebake (2018) |
Revolution 4.0 | Zambon et al. (2019) | |
Society 4.0 | Mazali (2018) |
Quote | Reference |
---|---|
“the meaning of Industry 4.0 is so ambiguous that many different concepts can be subsumed under this umbrella term” | Mertens and Wiener (2018, p. 370) |
“image of Industry 4.0 is still quite fuzzy” | Hofmann and Rüsch (2017, p. 33) |
“astonishingly vague about the technical details” | Pfeiffer (2017, p. 108) |
“Industry 4.0 is a broad term, and different authors interpret it in different contexts” | Maresova et al. (2018, p. 2) |
Quotes | References |
---|---|
“promising technology” | Hirsch-Kreinsen et al. (2016) |
“exhibits the character of a techno-utopia with its far-reaching generalization” | Hirsch-Kreinsen et al. (2016, p. 2) |
“is not just a desirable but ultimately an inevitable development, which fundamentally has no alternatives” | Kopp et al. (2016) |
Consulting Firm | Report | Reference |
---|---|---|
McKinsey & Co | “Manufacturing’s next act” | Baur and Wee (2015) |
Roland Berger | “Industry 4.0—The new industrial revolution—How Europe will succeed” | Roland Berger (2014) |
Boston Consulting Group | “Industry 4.0—The future of productivity and growth in manufacturing industries | Rüßmann et al. (2015) |
Accenture | “Industry X.0: Realizing digital value in industrial sectors” | Schaeffer (2017) |
KPMG | “A reality check for today’s C-suite on Industry 4.0” | Harris et al. (2018) |
PwC | “Industry 4.0: Building the digital enterprise” | Geissbauer et al. (2016) |
Deloitte | “How leaders are navigating the Fourth Industrial Revolution—Our latest survey of Industry 4.0 readiness” | Renjen (2019) |
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Madsen, D.Ø. The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory. Adm. Sci. 2019, 9, 71. https://doi.org/10.3390/admsci9030071
Madsen DØ. The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory. Administrative Sciences. 2019; 9(3):71. https://doi.org/10.3390/admsci9030071
Chicago/Turabian StyleMadsen, Dag Øivind. 2019. "The Emergence and Rise of Industry 4.0 Viewed through the Lens of Management Fashion Theory" Administrative Sciences 9, no. 3: 71. https://doi.org/10.3390/admsci9030071