Industry 4.0 represents a significant transformation in industrial systems through digital integration, presenting both opportunities and challenges for aligning the workforce, especially in emerging economies like Thailand. This study adopts a sequential exploratory mixed-method approach to investigate how strategic human resource development (HRD) contributes to sustainable transformation, defined as the enduring alignment between workforce capabilities and technological advancement. The qualitative phase involved case studies of five Thai manufacturing firms at varying levels of Industry 4.0 adoption, utilizing semi-structured interviews with executives and HR leaders. Thematic findings informed the development of a structured survey, distributed to 144 firms. Partial Least Squares Structural Equation Modeling (PLS SEM) was used to test the hypothesized relationships among business pressures, leadership support, HRD preparedness, and technological readiness. The analysis reveals that business pressures significantly influence leadership and HRD, which in turn facilitate technological readiness. However, business pressures alone do not directly enhance readiness without the support of intermediaries. These results underscore the critical role of integrated HRD and leadership frameworks in enabling sustainable digital transformation. This study contributes to theoretical perspectives by integrating HRD, leadership, and technological readiness, offering practical guidance for firms aiming to navigate the complexities of Industry 4.0.

Adopting Industry 4.0 (I4.0) is inevitable for Thailand’s manufacturing sector to remain competitive because global markets increasingly demand higher quality, faster delivery, and greater customization. While firms need to enhance productivity and optimize resource utilization, they also need to reduce operation costs, which require advanced technologies and data-driven operations. However, successful adoption requires skilled human resources, which is challenging for small and medium-sized enterprises (SMEs). This research explores factors driving and facilitating the implementation of Industry 4.0 (I4.0) in Thai manufacturing firms among SMEs and large firms. We employed qualitative analysis using semi-structured interviews with SMEs and large manufacturing firms in Thailand. Five key factors emerged as crucial for I4.0 adoption: awareness of I4.0, strong and proactive support from top management, self-funding capabilities, and effective human resource development strategies. While large multinational enterprises (MNEs) possess more significant resources and capabilities to adopt I4.0 technologies, SMEs face considerable challenges. They require a strategic approach tailored to their unique needs and resources to develop a feasible I4.0 roadmap. Additionally, governments and industry associations can play a significant role by providing training, funding, and other resources to empower SMEs to embrace I4.0.

There are many digital transformation challenges going forward towards Industry 4.0 in Thailand, especially for the traditional manufacturing firms that have been operating without digital technologies. The paper presents a case study of a safety shoe manufacturer, CPL Group Public Company Limited, adopting digital technologies to transform its production system of 40 years. It presents a conceptual design for production tracking based on IoT technologies for productivity improvement. This research uses inductive case study research design by interviewing executives and participating in the digital tracking development project using IoT sensors and image processing. The findings show the key success factors of digital transformation in manufacturing, strategies required for development, and the conceptual design of the production tracking system.

This study investigates the influence of Top Management Team Competencies (TMTCs) and Middle-Tier Managers’ Competencies (MMCs) on the intention to adopt Industry 4.0 (I4.0) technologies in Thailand and Vietnam. Utilizing a quantitative approach with Partial Least Squares Structural Equation Modeling (PLS-SEM), data from 100 manufacturing firms reveal the critical roles of Industry 4.0 readiness level (RL) and perceived usefulness (PU) as mediators in these relationships. The findings highlight that while TMTC significantly enhances organizational readiness, its direct impact on adoption intention is non-significant. Conversely, MMC directly influences both PU and adoption intention, emphasizing the practical role of middle management in bridging strategic vision and operational execution. RL mediates the effects of TMTC on I4.0 adoption intention, whereas PU does not mediate the relationship between TMTC and adoption intention. These insights contribute to the literature on digital transformation, particularly in emerging economies, by identifying distinct managerial roles and the importance of readiness in driving adoption. This study underscores the need for tailored competency development among top and middle managers to foster successful I4.0 adoption and suggests further research into organizational culture, external support, and regional variations.

This study hypothesizes (1) a positive relationship between customers’ ICT investments and quality control circle with their own ICT investment decision or planning and (2) a positive relationship between the adoption of ICTs with data sharing within and between firms and effective data use. Results of two-stage least squares (2SLS) estimations, which use survey data collected in Lao PDR, Thailand, and Vietnam in 2017, support these hypotheses. The findings suggest that (1) benefits from ICTs can be diffused along production networks even if firms reactively adopt ICTs and (2) policies for promoting ICT adoption, in tandem with quality management will improve the operation of entire production networks.