Industry 4.0 and capability development in manufacturing subsidiaries
By A. Szalavetz. Technological forecasting & social change, 2019
221 citations recorded by the source corpus.
Abstract This paper investigates whether advanced manufacturing technologies (AMT) can modify the patterns of upgrading in manufacturing subsidiaries operating in FDI hosting factory economies. Does the digital transformation of local manufacturing engender the accumulation of local technological and R&D capabilities, or the beneficial impact of AMT remains confined to production capability? Analysis is based on primary data collected through in-depth interviews with a sample of high-flying manufacturing subsidiaries in Hungary, complemented with interviews with AMT providers. We find that AMT have spectacularly improved all components of production capability. AMT redefined the boundaries of production activities and incited a fusion of selected technological activities in production activities. AMT deployment has automated selected tacit knowledge-intensive technological activities, making the related subsidiary-level capabilities obsolete. Conversely, other local technological activities have become more knowledge-intensive than before. AMT propelled the upgrading of subsidiary-level R&D capabilities by supporting specific R&D activities and by acting as enabler of innovation collaboration. AMT created an integrated development environment and thus reduced the risks related to the decentralisation of R&D. Altogether, AMT adoption contributed to subsidiary R&D capability becoming ‘revealed’ and further upgraded through learning by doing.
Subfields: Economics and Econometrics, Industrial and Manufacturing Engineering, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/1549d61a3a71bd7b03e32987c82d98c844cfacf0
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Citations in the corpus
- Digital transformation in business and management research: An overview of the current status quo (2022, background): “Szalavetz (2019) investigated whether advanced manufacturing technologies can modify the upgrading patterns in manufacturing subsidiaries operating in FDI-hosting factory economies.”
- External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges (2019, background): “0 is a topic that attracts the attention of many people, mainly industrial and IT specialists and business managers [1,2].”
- Industry 4.0: A Bibliometric Review of Its Managerial Intellectual Structure and Potential Evolution in the Service Industries (2019, methodology): “On the basis of this framework, we treated the studies investigating the impact and development of AMT, which act as an enabler layer, as the ones that facilitate the adoption and exploration of the industry 4.0 concept (Cheng et al., 2018; Szalavetz, 2018).”
- Driving forces and barriers of Industry 4.0: Do multinational and small and medium-sized companies have equal opportunities? (2019, methodology): “(2017); Inezari and Gressel (2017); Szalavetz (2018); Uden and He (2017)”