Robert Marc, Giuliani Philippe, Dubouloz Sandra
Montpellier Business School, Montpellier, France.
IUT Annecy, University of Savoie Mont Blanc, Annecy-le-Vieux, France.
Ann Oper Res. 2022 Apr 29:1-26. doi: 10.1007/s10479-021-04457-7.
Industry 4.0 represents the most advanced stage of organization of industrial companies, allowing them to respond to an uncertain and changing environment, particularly as accentuated by the recent crisis resulting from COVID-19. Management innovation (MI) contributes to this process of permanent adaptation. The MI implementation phase is a critical step in MI generation that can generate many potential obstacles. This study focuses on these obstacles while considering the different activities (or subprocesses) embedded in this phase and the different actors involved in this complex process. We conducted a longitudinal case study in real time to investigate the implementation of MI internally generated by a multinational industrial company. Our results show that the obstacles encountered during the MI implementation phase may differ depending on the different activities and actors of this phase, thus leading us to question current implementation frameworks. This paper contributes by refining the theoretical model of MI generation and providing a better understanding of the obstacles that occur during the MI implementation phase. From a managerial perspective, this paper highlights key management principles to overcome the obstacles identified.
工业4.0代表了工业企业组织的最先进阶段，使它们能够应对不确定和不断变化的环境，特别是由于新冠疫情引发的近期危机而加剧的这种环境。管理创新（MI）有助于这一持续适应的过程。MI实施阶段是MI产生过程中的关键一步，可能会产生许多潜在障碍。本研究关注这些障碍，同时考虑该阶段所包含的不同活动（或子过程）以及参与这一复杂过程的不同行为主体。我们进行了一项实时纵向案例研究，以调查一家跨国工业公司内部产生的MI的实施情况。我们的结果表明，MI实施阶段遇到的障碍可能因该阶段的不同活动和行为主体而异，从而促使我们对当前的实施框架提出质疑。本文通过完善MI产生的理论模型以及更好地理解MI实施阶段出现的障碍做出了贡献。从管理角度来看，本文强调了克服已识别障碍的关键管理原则。
