Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/266361 
Year of Publication: 
2022
Citation: 
[Journal:] Management revue (mrev) - Socio-Economic Studies [ISSN:] 1861-9908 [Volume:] 33 [Issue:] 2 [Publisher:] Nomos [Place:] Baden-Baden [Year:] 2022 [Pages:] 161-184
Publisher: 
Nomos, Baden-Baden
Abstract: 
The development of Industry 4.0 technologies creates leeway for the digital transformation of manufacturing companies, whose business models increasingly rely on software and data-based services. While several studies emphasise that manufacturing has no choice but to follow this transformation, there is little knowledge about how companies are actually managing it. This article uses the case study of a leading mechanical engineering company to analyse how the company organised the development of new digital technologies and how it changed its organisational structures and practices. It is based on 22 interviews and an analysis of company documents. The analysis draws on ambidexterity theory, which is extended toward a dynamic process analysis. It shows that digital transformation presupposes the development of structures and practices supporting cross-functional cooperation and the creation of new skill formation approaches. It develops a model of organisational change related to the digital transformation of manufacturing companies which includes the proof-of-concept phase, the partial exploitation phase, and the organisational transformation phase. </p>
Subjects: 
industry 4.0
manufacturing
innovation
ambidexterity
skill formation
JEL: 
J24
L21
L22
L64
O32
Persistent Identifier of the first edition: 
Creative Commons License: 
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Document Type: 
Article
Document Version: 
Published Version

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