An Activity Theory Analysis of Digital Innovation Orchestration in Industry 4.0

Carbajal-Pina, C; Acur, N; Cetindamar Kozanoglu, D

An Activity Theory Analysis of Digital Innovation Orchestration in Industry 4.0

Carbajal-Pina, C Acur, N Cetindamar Kozanoglu, D

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Publisher:: EMERALD GROUP PUBLISHING LTD
Publication Type:: Journal Article
Citation:: Journal of Manufacturing Technology Management, 2024, 35, (5), pp. 962-983
Issue Date:: 2024-10-25

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Field	Value	Language
dc.contributor.author	Carbajal-Pina, C
dc.contributor.author	Acur, N
dc.contributor.author	Cetindamar Kozanoglu, D https://orcid.org/0000-0002-0457-3258
dc.date.accessioned	2025-01-13T00:27:06Z
dc.date.available	2024-02-18
dc.date.available	2025-01-13T00:27:06Z
dc.date.issued	2024-10-25
dc.identifier.citation	Journal of Manufacturing Technology Management, 2024, 35, (5), pp. 962-983
dc.identifier.issn	1741-038X
dc.identifier.issn	1758-7786
dc.identifier.uri	http://hdl.handle.net/10453/183293
dc.description.abstract	Purpose: This paper explores the orchestration of digital innovation in Industry 4.0 organisations. Methodology: The study applies the activity theory to explorative multiple case studies. Observations of innovation activities in five business cases take place at two large international organisations. Findings: The results underline five logics of action that drive digital innovation: 1) digital transformation, 2) technology translation, 3) catalyst agents, 4) digital thread, and 5) empowerment. Further, the case study organisations highlight the importance of developing a sustainable culture capable of continuously adopting new technologies, processes, and infrastructure that will allow the management of digital innovations. Originality: The study empirically shows the motivations and challenges in orchestrating digital innovation in Industry 4.0 organisations.
dc.language	English
dc.publisher	EMERALD GROUP PUBLISHING LTD
dc.relation.ispartof	Journal of Manufacturing Technology Management
dc.relation.isbasedon	10.1108/JMTM-09-2023-0419
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	Copyright ©2024, Emerald Publishing Limited. This AAM is provided for your own personal use only. It may not be used for resale, reprinting, systematic distribution, emailing, or for any other commercial purpose without the permission of the publisher
dc.subject	0910 Manufacturing Engineering, 1503 Business and Management
dc.subject.classification	Business & Management
dc.subject.classification	Industrial Engineering & Automation
dc.subject.classification	3507 Strategy, management and organisational behaviour
dc.title	An Activity Theory Analysis of Digital Innovation Orchestration in Industry 4.0
dc.type	Journal Article
utslib.citation.volume	35
utslib.for	0910 Manufacturing Engineering
utslib.for	1503 Business and Management
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	University of Technology Sydney/Faculty of Engineering and Information Technology/School of Computer Science
pubs.organisational-group	University of Technology Sydney/UTS Groups
pubs.organisational-group	University of Technology Sydney/UTS Groups/Centre for Research on Education in a Digital Society (CREDS)
pubs.organisational-group	University of Technology Sydney/UTS Groups/Centre for Research on Education in a Digital Society (CREDS)/Centre for Research on Education in a Digital Society (CREDS) Associate Members
utslib.copyright.status	open_access	*
pubs.consider-herdc	true
dc.date.updated	2025-01-13T00:27:04Z
pubs.issue	5
pubs.publication-status	Published
pubs.volume	35
utslib.citation.issue	5

Abstract:

Purpose: This paper explores the orchestration of digital innovation in Industry 4.0 organisations. Methodology: The study applies the activity theory to explorative multiple case studies. Observations of innovation activities in five business cases take place at two large international organisations. Findings: The results underline five logics of action that drive digital innovation: 1) digital transformation, 2) technology translation, 3) catalyst agents, 4) digital thread, and 5) empowerment. Further, the case study organisations highlight the importance of developing a sustainable culture capable of continuously adopting new technologies, processes, and infrastructure that will allow the management of digital innovations. Originality: The study empirically shows the motivations and challenges in orchestrating digital innovation in Industry 4.0 organisations.

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http://hdl.handle.net/10453/183293