The role of lean, agility and learning ambidexterity in Industry 4.0 implementations
Bibliographic Data
| ID | 21401771 |
|---|---|
| Authors | Dilupa Nakandala (0000-0003-1535-5288, University of Technology Sydney, corresponding author), Arun Elias (0000-0001-6319-9414, Victoria University of Wellington), Hilal Hurriyet (Western Sydney University) |
| Year | 2024 |
| Volume | 206 |
| Pages | 123533 |
| Publication date | 2024-09-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Technological Forecasting and Social Change (JOURNAL) |
| Journal identifiers | ISSN: 0040-1625 • E-ISSN: 1873-5509 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.techfore.2024.123533 |
| OpenAlex | W4399887983 |
| Language | EN |
| References cited | 55 |
There is an increasing interest in understanding the interdependencies between conventional lean and agile implementations and Industry 4.0 technology adoptions. Our knowledge of how they interact and enable Industry 4.0 implementations in learning organisations is still immature. Informed by the Strategic Momentum Theory and the contextual ambidexterity framework, this paper empirically investigates the effects of lean and agile implementations on Industry 4.0 technology adoptions with exploratory and exploitative learning as mediators. Using the data collected from an online survey of 166 Australian firms and analysed using the PLS-SEM method, we found that only lean practices have significant and positive direct effects on Industry 4.0 implementations, and exploitative learning partially mediates the relationship. We also found that agility does not have direct effects on Industry 4.0 implementations, and exploitative learning fully mediates their relationship. However, the mediating role of exploratory learning is not empirically confirmed. This study confirms several recent exploratory research studies that found evidence for the significant role lean implementations play in Industry 4.0 technology adoption. Agile practices need to first translate into exploitative learning. The findings inform practitioners that firms with investments in lean, agility and exploitative learning capability development will have advantages in technology implementations. • Conventional agile and lean practices interact with Industry 4.0 (I4.0) technologies. • Lean practices have significant and positive direct effects on I4.0 implementations. • Exploitative learning partially mediates the relationship between lean and I4.0. • Exploitative learning fully mediates the relationship between agility and I4.0. • The mediating role of exploratory learning is not empirically confirmed
Ambidexterity · Business · Implementation · Industrial organization · Knowledge management · Lean manufacturing · Operations management · Process management · Software engineering · Big Data and Business Intelligence · Collaboration in agile enterprises · Computer Science · Digital Transformation in Industry · Engineering · Marketing · Psychology
Organizational Ambidexterity
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Industry 4.0 technologies
Understanding dynamic capabilities
The expected contribution of Industry 4.0 technologies for industrial performance
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A predictive approach to the random effect model
Common Beliefs and Reality About PLS
Exploratory Innovation, Exploitative Innovation, and Performance
Common method biases in behavioral research
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
Exploration and Exploitation in Organizational Learning
Lean and industry 4.0
Does lean and sustainable manufacturing lead to Industry 4.0 adoption
Proposed managerial competencies for Industry 4.0 – Implications for social sustainability
Industry 4.0 integration with socio-technical systems theory
Driving forces and barriers of Industry 4.0
| Highly cited | No |
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