Purpose: This paper proposes adequate strategies that companies, public administrators and organisations in the education industry can undertake to successfully face the challenges of digital transformation in a regional innovation system. This research considers stakeholders that operate in the Tyrol–Veneto macroregion (the Tyrol, South Tyrol and Veneto areas), a significant case of moderately innovative European macroregion.Design/methodology/approach: This study undertakes explorative research based on a qualitative method. It adopts a place-based multi-stakeholder approach to emphasise the role of three categories of stakeholders (companies, educational system and regional governments) in facing digital changes. More precisely, interviews with 60 stakeholders from the Tyrol–Veneto macroregion were conducted and examined via both text mining analysis and content analysis. First, correspondence factor analysis was performed using IRaMuTeQ software to identify homogeneous subsets of concepts (pillars–i.e., macroareas of strategic actions). Second, two coding phases were implemented using NVivo software to detect strategic fields of action and specific strategic actions undertaken to address the challenges of digital transformation.Findings: The results highlight that digital transformation is a pervasive challenge of regional innovative system that requires a multifaceted set of strategic actions falling into three main pillars. The first pillar, named “culture and skills”, includes three strategic fields of action as follows: digital education, talents and digital culture. The second pillar, named “infrastructures and technologies”, points out the need of information, interaction and artificial intelligence as key strategic fields of action. The third pillar, named “ecosystems”, highlights the importance of investing in medium- to long-term visions, partnerships and life quality. In brief, this study shows that standalone interventions are insufficient to tackle digital transformation from a systemic perspective. Moreover, this study outlines the potential contribution of each category of stakeholder to foster the digitalisation of the Tyrol–Veneto macroregion.Practical implications: This study highlights the importance of developing digital culture and skills before investing in digital infrastructure and technology in a moderately innovative macroregion. Companies should alter their vision before reconfiguring their business models, invest in smart working and establish contacts with start-ups. In addition, this study recommends that public administration should mainly invest in digital education and partnerships, while, in terms of education and training organisations, it suggests providing digital skills to several cohorts of both students and workers. Policy implications call for the creation of new occasions of cooperation among stakeholders by fostering “table talks” as strategic and policy actions and by making more financial resources available to encourage the digital transformation processes.Originality/value: The results of this study may be adapted to the characteristics of other regional innovative systems and used as a reference point in terms of the improvement of business, market and local development.

Far from being exclusively related to economic considerations, the advantages of Industry 4.0 applications also include environmental and social concerns. An increasing amount of scientific publications relate the implementation of the fourth industrial revolution paradigm to sustainability. Several studies reported opportunities of Industry 4.0 implementation particularly to the environmental dimension of sustainability, e.g., through improved logistics streams and lowered waste from production. The present research aims at providing evidence on whether manufacturing companies consider Industry 4.0 implementation as an advantage contributing to environmental and social sustainability in terms of lower environmental impact of production, as well as higher physical relief for workers and flexibility of work organisation. The results were an attempt to study such relations with company sizes, industry sectors, turnover and self-assessed levels of digitalization varying. The sample encompasses 65 companies located in the Marche region (Italy). The results show that overall the perception of economic opportunities prevail, while the association of a beneficial impact of Industry 4.0 on environmental sustainability is rather low across companies, regardless of their size, turnover and digital level. As for the statistically significant variables, the results suggest a strong association of the size and the digital level to specific Industry 4.0 related advantages, referring to the social and economic dimension of sustainability, respectively.

The information and communication technologies (ICTs) utilization ratio in the construction industry is relatively low. This industry is characterized by low productivity, time and cost overruns in projectsdue to inefficient management processes, poor communication and low process automation. To improve construction performance, a BIM-based (BIM - (Building Information Modelling) and augmented reality (AR) application (referred to as the AR4C: Augmented Reality for Construction) is proposed, which integrates a location-based management system (LBMS). The application provides context-specific information on construction projects and tasks, as well as key performance indicators on the progress and performance of construction tasks. The construction projects are superimposed onto the real world, while a site manager is walking through the construction site. This paper describes the most important methods and technologies, which are needed to develop the AR4C application. In particular, the data exchange between BIM software and the Unity environment is discussed, as well as the integration of LBMS into BIM software and the AR4C application. Finally, the implemented and planned functionalities are argued. The AR4C application prototype was tested in a laboratory environment and produced positive feedback. Since the application addresses construction sites, a validation in semi-real scenarios with end users is recommended.

Industry 4.0 can be the starting point for implementation projects as a low-risk entry into an adapted digitization strategy. In larger companies, comprehensive digitization initiatives are already integrated into the central corporate strategy, while smaller companies often have problems putting the Industry 4.0 paradigms into practice. As the backbone of the economy, small- and medium-sized enterprises (SMEs) have an enormous leverage effect, which is why it is crucial to develop specific concepts for smaller companies. Regardless of the size of a company, a digital transformation strategy offers opportunities for growth and sustainable competitiveness. This chapter will give an introductory overview of Industry 4.0 as the fourth industrial revolution and discuss the role of SMEs in this transition towards the digital transformation.