The Industry 4.0 Revolution that is taking place nowadays means that organizations face not only new opportunities, but also challenges related to the identification of their role in creating a modern smart world. The economies of many countries are under the significant and growing influence of various types of organizations, not only strong international business corporations, but also, more and more often, smaller but intelligent ones called smart organizations IR 4.0. Due to their unique characteristics, intelligent organizations are better able than others to cope with technological breakthroughs, social, and cultural problems as well as to compete effectively and develop in an environmentally sustainable way. With their growing potential, they are strengthening the economies of their countries of origin and daily operation. Their growing role is also visible in the processes of shaping competitiveness and achieving the sustainable development objectives of the European Union (EU). The countries that are able to organize an environment on their territory that is conducive to the smart organization’s development are clear examples not only of a high market competitiveness, but also of a dynamically growing commitment to the effective implementation of the challenges associated with the 17 objectives of sustainable development of the contemporary EU, according to the 2030 Agenda for Sustainable Development. This allows for a conclusion that the identification of the key factors for a smart organization’s development makes it possible to monitor and provide targeted support for the development not only of these organizations, but also for the competitiveness and sustainability of individual countries, both from the EU and other regions of the world. In light of the above, the aim of this article is therefore to propose an effective tool to monitor the use of power of smart organizations in the processes of building the competitiveness and sustainable development of countries, with particular reference to the EU. To achieve this objective, we constructed a synthetic power of smart organizations index (PSOI) based on previously collected data from EUROSTAT. This tool allows for the integration of micro (organization level) and macro (country level) economic aspects into a single construct. Based on the analysis of its results, countries wishing to actively engage in the development of their own and the EU’s smartness and sustainability can be offered several more or less intense navigation paths to market success, based on the development of smart organizations.

One of the biggest challenges that organizations are facing today is finding the proper way to shape competitive advantages in the age of Industry 4.0. This digital revolution forces companies to face specific challenges. The main purpose of this paper is to identify key requirements for the creation of a competitive advantage in the age of Industry 4.0 [CA. 4.0] The second purpose is to evaluate the level of organizations' preparedness for Digital Transformation [DX]. Studies based on a literature review describe requirements for organizations functioning in the age of Industry 4.0, especially in the area of DX and exploitation of Virtualization [V&DX].

Research problem: Revolution Industry 4.0. forces companies to face specific competence-related, technological, organizational and even ethical challenges. The use of innovative “tools” associated with that revolution not only brings new technological challenges, opportunities to build new competitive advantages, new areas of activity, and new types of business benefits but also doubts, questions, or even pathologies and paradoxes. Sometimes, entities that do not fully understand the essence of the new concepts, methods, or techniques use them incorrectly or abuse them for private goals and expose themselves to criticism—sometimes even social condemnation. These are examples of the lack of Corporate Social Responsibility (CSR) of these organizations. This situation also has reached co-creation. In theory, it is a very positive concept, aimed at building competitiveness, or various types of competitive advantages of companies by creating value for clients with their participation. In economic practice, unfortunately, it is not always successful. Purpose: The main purpose of this paper is to identify and characterize the key paradoxes and areas of potential pathologies of creating competitive advantage based on co-creation without CSR in the case of companies operating in the age of Industry 4.0. Originality/value of the paper: A theoretical study based on the extensive literature review describing paradoxes, ethical and CSR problems of co-creation in organizations creating competitive advantage in the age of the Fourth Industrial Revolution and a qualitative methodology of research. This study attempts to systematize paradoxes of co-creation and the areas and industries in which the related pathologies of co-creation occur particularly often and distinctively in economic practice. The empirical studies were conducted as a review of case studies of companies that use the concept of co-creation in an irregular way (paradoxical or with pathologies). This study identified and characterized the key 31 paradoxes and pathologies of creating competitive advantage based on co-creation in the case of 14 companies operating in the age of Industry 4.0. Implications: The identification of main dilemmas, paradoxes and pathologies of co-creation; signaling the role of governance and CSR in processes of the valuable use of co-creation in the age of Industry 4.0. Based on the observations described in the paper, it is worth recommending that when becoming involved in co-creation, one should observe ethical standards and assumptions of CSR, and require the same from partners and other parties involved. Otherwise, the risk is that instead of co-creation, the result achieved will be exactly the opposite to that intended, which is co-destruction, and condemnation instead of glory. This is why it is worth considering the paradoxes that are key to co-creation and approaching solutions in a conscious way.

Openness is an expression of an enterprise’s ability to adapt to changing environment conditions and its ability to cooperate with different types of partners. A given company’s openness shows its readiness for the creation of dynamics of many business processes, including the creation of its competitive advantage. Due to the nature of today’s enterprises’ environment, mainly its “high velocity” & “complexity” attributes, openness of companies has to be multifaceted. Organization-customer relationships, called co-creation, are one of such facets. The capacity for effective co-creation gives a company the ability to gain a competitive advantage along with the chance for its permanent dynamization and sustainability. The main purpose of the paper is to present the framework and algorithm of co-creation as a method of reducing the complexity of the environment and dynamizing companies’ competitive advantages. A review of literature in the areas of open organization, open culture, partnership, co-creation, and competitive advantage provides a basis for understanding the process of co-creation. Collected data show that the activity of enterprises in this process is a key factor in the reduction of complexity of a company’s environment and an important stimulator of the dynamization of a company’s competitive advantage. The authors’ own CATI questionnaire survey research conducted in Poland showed the level of preparation Polish SMEs have to co-create.

The aim of the study is to identify, map and assess the maturity and impact level of the specific energy-oriented economy and other SMART management concepts and social, technological, finance (economical), environmental, and communication (S.T.F.E.C.) trends which arose from the dynamic development and spread of the Industry 4.0 revolution on processes of effective competitiveness and the creation of modern enterprises. The article presents data and information obtained thanks to an in-depth review of the literature (extensive desk research), as well as that obtained as part of the conducted CAWI pilot study. The authors aim to search for answers to three specific research questions, concluding that recently, special attention is paid to such issues as co-creation and co-production, energy-oriented and circular economy, eco-energy, and sustainability. The findings of this study clearly show that in the SMART WORLD era, there is a growing interest in cooperation, co-creation, co-production issues, and usage of modern technologies and SMART management concepts typical of the Industry 4.0 era. The main reason for this is that enterprises strive to optimize and maximize their efficiency in the processes of competitiveness creation. Researched data allows us to conclude that openness to social, environmental, and technological trends and issues, with an approach based on sustainable and eco-energy-oriented development, play an increasingly important role. However, the level of their importance, implementation level, and maturity differ depending on the type of organization or industry. For example, service and trade companies more often than production companies use and rate the usefulness of social trends higher (reality = mainstream orientation for S&T companies and a future orientation for production companies), while production companies apply a more balanced approach, showing greater commitment to economic technological, environmental and financial trends (reality = mainstream orientation for production companies and a future orientation for trade and services companies). Given that the study shows and describes preliminary research results (pilot studies), the authors plan to undertake further efforts in the in-depth scientific exploration of the issues concerned, including, which is particularly important, conducting full-scale research.