@article{SchieleBosNehlesDelkeetal.2021, author = {Schiele, Holger and Bos-Nehles, Anna and Delke, Vincent and Stegmaier, Peter and Torn, Robbert-Jan}, title = {Interpreting the Industry 4.0 future: technology, business, society and people}, series = {Journal of Business Strategy}, journal = {Journal of Business Strategy}, doi = {10.1108/JBS-08-2020-0181}, pages = {1 -- 11}, year = {2021}, abstract = {Purpose: Industrial revolutions have been induced by technological advances, but fundamentally changed business and society. To gain a comprehensive understanding of the fourth industrial revolution (I4.0) and derive guidelines for business strategy, it is, therefore, necessary to explore it as a multi-facet phenomenon. Most literature on I4.0, however, takes up a predominantly technical view. This paper aims to report on a project discussing a holistic view on I4.0 and its implications, covering technology, business, society and people. Design/methodology/approach: Two consecutive group discussions in form of academic world caf{\´e}s have been conducted. The first workshop gathered multi-disciplinary experts from academia, whose results were further validated in a subsequent workshop including industry representatives. A voting procedure was used to capture participants perspectives. Findings: The paper develops a holistic I4.0 vision, focusing on five core technologies, their business potential, societal requests and people implications. Based on the model a checklist has been developed, which firms can use a tool to analyze their firm's situation and draft their industry 4.0 business strategy. Originality/value: Rather than focusing on technology alone - which by itself is unlikely to make up for a revolution - this research integrates the entire system. In this way, a tool-set for strategy design results.}, language = {en} } @article{SimonReseHomfeldtetal.2021, author = {Simon, Franz and Rese, Alexandra and Homfeldt, Felix and Schiele, Holger and Harms, Rainer and Delke, Vincent}, title = {Identifying Start-Up Partners: Which Search Practices and Combination Strategies are Effective?}, series = {International Journal of Innovation Management}, journal = {International Journal of Innovation Management}, doi = {10.1142/S1363919621500808}, year = {2021}, abstract = {Start-ups are an important source of novel knowledge and product ideas for incumbents. We investigate which search strategies are positively related to the successful search for start-ups. We identify search instruments and their various uses: intensive or broad; stand-alone or combinatory. Finding 11 search practices in the literature, we evaluate how these practices were used by 97 respondents from a cross-industry and cross-national sample. Our results show that searching broadly and intensively is positively related to a successful search for start-ups and to firms' radical innovation capability. Specific tools that are positively related to search success are online contacts, desk research, external scouting partners, and start-up pitch events. Decision tree analysis provides effective combinations of search practices that innovation managers and purchasing managers can use. Employing these search practice combinations, we make incumbents aware of the routines used in distant knowledge search. These practices are dynamic capabilities that help them to remain successful in high-velocity markets. In identifying these search practices, we contribute to the literature on innovation routines and dynamic capability research.}, language = {en} } @inproceedings{DelkeBuchholzSchiele2021, author = {Delke, Vincent and Buchholz, Wolfgang and Schiele, Holger}, title = {Specifying roles in purchasing and supply management in the era of Industry 4.0: A Delphi study}, series = {28th EurOMA conference: Managing the "new normal": The future of Operations and Supply Chain Management in unprecedented times}, booktitle = {28th EurOMA conference: Managing the "new normal": The future of Operations and Supply Chain Management in unprecedented times}, year = {2021}, abstract = {New technologies and systems within the field of purchasing and supply management (PSM) call forth responsibilities and require expertise. Moving towards Industry 4.0 in purchasing, increasing attention on specialization within talent and skills, where human capital is needed to exploit the full potential of technologies. Based on an internet-based real-time Delhi study with 47 experts within the PSM field, six future purchasing roles have been defined and elaborated. These future roles connect to the maturing and emerging technologies within the purchasing field and provide a guideline to further develop towards Industry 4.0 in purchasing based on a human-centered evolutionary approach.}, language = {en} } @inproceedings{DelkeSchieleBuchholzetal.2021, author = {Delke, Vincent and Schiele, Holger and Buchholz, Wolfgang and Stek, Klaas}, title = {Defining Industry 4.0 skills in purchasing and supply management}, series = {28th EurOMA conference: Managing the "new normal": The future of Operations and Supply Chain Management in unprecedented times}, booktitle = {28th EurOMA conference: Managing the "new normal": The future of Operations and Supply Chain Management in unprecedented times}, year = {2021}, abstract = {To increase maturity within purchasing and supply management (PSM), future purchasing skills are needed based on the technological development towards Industry 4.0. Past research, eg, the work of Bals, Schulze, Kelly, and Stek (2019), started to address this issue based on literature review and interview studies. However, a detailed description of these skills is missing. Utilizing a real-time Delhi study with 45 experts within the PSM field, nine future purchasing skills have been elaborated. Identified skills connect to the maturing and emerging technologies within purchasing and provide a guideline towards Industry 4.0 in purchasing based on a human-centric perspective.}, language = {en} }