Purpose: To address the challenges regarding the concept of Industry 4.0 and the diversification methodology and based on the strategic guidance towards Industry 4.0, we propose a process model as a guiding framework for Industry 4.0 collaborative diversification vision, strategy and action building. In this paper we suggest a stage process model to guide and train companies to identify new opportunities for diversification within Industry 4.0. Systematically carrying out the stages will take a company to their individual specific vision and collaborative vision between different companies in the Industry 4.0 scenario.Design/methodology/approach: This new collaborative diversification methodology involves industry within the pilot program; from the diversification and capacity assessment analysis of the company`s profile, skills and technologies that dominates, to identify the diversification opportunity map and its business modeling within the Industry 4.0 paradigm.Findings: The application of maturity models to the Industry 4.0 may help organizations to integrate this methodology into their culture. Results show a real need for guided support in developing a company-specific Industry 4.0 vision and specific project planning.Originality/value: Industry 4.0 promotes a vision where recent developments in information technology are expected to enable entirely new forms of cooperative engineering and manufacturing. The vision of industry 4.0 describes a whole new approach to business operations, and especially the production industries. To address the challenges regarding the concept of Industry 4.0 and the diversification methodology discussed above, and based on the strategic guidance towards Industry 4.0, we propose a unique process model as a guiding framework for Industry 4.0 collaborative diversification vision, strategy and action building.

Small and medium-sized enterprises (SMEs) are at the heart of a nation’s wealth creation, employment generation and economic development. To help SMEs stay competitive in a fast-changing environment, researchers have recently emphasized the relevance of business model innovation (BMI). However, BMI and its performance are not linear but rather a complex phenomenon that depends on contingency factors. Based on configurational theory, this study extends the BMI research to SMEs, exploring the management approaches and BMI capabilities that foster BMI in established SMEs. To achieve this objective, this study of a purposive sample of 78 Spanish SMEs adopts the fuzzy set qualitative comparative analysis (fsQCA) method. Results suggest three substantive conclusions. First, long-term managerial orientation is a key factor for the development of BMI in SMEs. Second, five BMI capabilities (sensing customer needs, sensing technological options, conceptualizing and experimenting, collaborating and BMI strategy) support, in combination with the management approach, the development of BMI in established SMEs. Third, open innovation (open flows of knowledge regarding market needs and the potential of technologies, as well as collaboration with customers) are concrete preconditions of business model innovation. Therefore, managers in SMEs need both to actively consider their management approach towards BMI, and to develop some key dynamic capabilities in their organizations to implement BMI, an approach also valid for post-Covid-19 management.

Firms must adapt to a business environment in constant flux. Economic and political factors and the constant interruption of new technologies force firms and organizations to change and to adapt, so that they are not left behind. Over recent years, the development of disruptive innovations has completely revolutionized past scenarios. These innovations break with what is already established and firms from various sectors face no choice other than to incorporate them into their project management portfolios, so as to ensure survival and business sustainability. Using MIVES methodology as its foundation, a business sustainability management model is presented in this paper for the management of disruptive innovation projects that a firm may wish to develop within a given sector. The management model is designed to facilitate disruptive innovation project management for firms within technological-industrial sectors, by assessing the sustainability of the project. The model is applied to two firms, one from the machine-tooling sector and another from the construction sector. Finally, a sensitivity analysis was performed, the results of which verified the validity and the stability of the proposed model.

The central role of R&D centers in the advancement of technology within industrial enterprises is undeniable and clearly affects their strategies, their competitiveness and their business sustainability. R&D centers assume responsibility for technology recognition, collection, acquisition, development and transition. Among their activities, the efficient choice of emerging technologies in the Technology Management Process is becoming a real challenge. In such heterogeneous scenarios, Multiple Criteria Decision Making (MCDM) models are commonly proposed as an appropriate decision-making approach. Multiple research works address the selection of particular technologies in industrial applications, but very few references can be found related to research institutions, and R&D centers in particular. Therefore, a decision-making model is provided in this study following the MIVES multi criteria method for the assessment of one or more technologies. The model is then applied to two case studies related to the selection process of new technologies at a Spanish R&D Center specialized in manufacturing.