Digitalisation-induced performance improvement
Don't take it for granted
Bibliographic Data
| ID | 21281877 |
|---|---|
| Authors | Andrea Szalavetz (0000-0001-7655-6994, ELTE Centre for Economic and Regional Studies, corresponding author) |
| Year | 2022 |
| Volume | 72 |
| Issue | 4 |
| Pages | 457-475 |
| Publication date | 2022-12-12 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Acta Oeconomica (JOURNAL) |
| Journal identifiers | ISSN: 0001-6373 • E-ISSN: 1588-2659 |
| Publisher | Akademiai Kiado Zrt. (PUBLISHER • HU) |
| DOI | 10.1556/032.2022.00031 |
| OpenAlex | W4311309978 |
| Language | EN |
| References cited | 18 |
In a context of rapid technological change, digital manufacturing technologies bear the promise of enabling significant improvement in operational efficiency. However, evidence indicates that investing in smart digital solutions, per se , does not guarantee performance improvement. Smart factory projects may be derailed, failing to realise the expected operational benefits. This study addresses the gap between academic propositions regarding the unequivocally positive impact of digitalisation and the actual evidence. It draws on data obtained from 18 interviews with technology providers, managers and front-line workers at 12 Hungarian manufacturing companies. We use the concepts of resource complementarity, task–technology misfit, and technology acceptance as a theoretical lens to categorise the seemingly idiosyncratic and context-specific operational problems. We find that digital technology implementation produces inferior-to-expectations outcomes unless companies invest in and upgrade their complementary intangible resources. Four distinct, albeit strongly interrelated types of complementarities are identified: managerial, organisational, skill-related and technical complementarities. Managerial capabilities to adjust the organisational structure, improve workflows and develop a strategy to address technical problems are found to be paramount to eliminate task-technology misfit and enhance technology acceptance
Business · Complementarity (molecular biology) · Context (archaeology) · Economics · Industrial organization · Knowledge management · Management · Process management · Task (project management) · Workflow · Computer Science · Digital Transformation in Industry · Marketing
Profiting from innovation in the digital economy
Understanding digital transformation
Qualitative evaluation and research methods
Task-Technology Fit and Individual Performance
The Technology Acceptance Model
Implementing a Digital Strategy
Complementarities and fit strategy, structure, and organizational change in manufacturing
Industry 4.0 technologies
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research
Big data analytics and artificial intelligence pathway to operational performance under the effects of entrepreneurial orientation and environmental dynamism
Exploring the relationship between big data analytics capability and competitive performance
Barriers to the adoption of industry 4.0 technologies in the manufacturing sector
Grand Challenges and Inductive Methods
Firm resources and sustained competitive advantage
User Acceptance of Computer Technology
The Discovery of Grounded Theory
Smart factory performance and Industry 4.0
| Highly cited | No |
|---|