Purpose: Although prior studies have identified several technologies related to Industry 4.0 and their individual potential, it is still unclear how these technologies could be integrated to achieve better results. Based on this, we propose several collaborative networks combining technologies associated with Industry 4.0.Design/methodology/approach: A literature review was performed using a research model to support the evaluation and identification of key and collaborative technologies related to Industry 4.0. We examined these technologies using hierarchical cluster analysis and principal components analysis, based on their characteristics.Findings: The study identified big data, cloud computing, the internet of Things and cyber-physical systems as key technologies for Industry 4.0, and a further eight collaborative technologies that are strongly related to industrial performance. We found five collaborative networks with distinct goals in the context of Industry 4.0: (1) smart manufacturing; (2) technological platforms; (3) market reactiveness; (4) smart products and (5) flexibility.Practical implications: The findings allowed us to create five pathways for future work on Industry 4.0 technologies via collaborative networks. In practice, this will help managers to improve their focus on priorities regarding the implementation of Industry 4.0 technologies.Originality/value: This study provides insights into how to establish links between technologies through collaborative networks for certain purposes. In addition, we propose five future directions for these collaborative networks that require further investigation by researchers.

The purpose of this study is to identify how open innovation variables influence the competitive capability of manufacturing small and medium enterprises (SMEs) in a regional territory in Southern Brazil. The research method is a survey of 67 SMEs in Southern Brazil that provided data for an ordinary least squares (OLS) regression model encompassing seven innovation variables and five competitiveness constructs. The results indicate that most innovation initiatives have a low impact on creating a competitive edge in the surveyed companies. The most remarkable positive impacts are (i) technology trends influencing the shop floor productivity, (ii) flexibility influencing internal aspects, and (iii) customer satisfaction and innovative ideas and customized supplies influencing the market orientation. The study also reports that innovation processes are not safe from failures. Some ill-defined innovation initiatives may jeopardize the competitive edge.

Industry 4.0 and its technologies can potentially increase business competitiveness in the age of digital transformation through the implementation of its technologies. These digital technologies are increasingly present in the food industry, characterizing the concept of Agriculture 4.0. This digital transformation is a reality; however, it is unclear which digital technologies are most useful for each industry sector. Therefore, this paper seeks to explore the current state of implementation of digital technologies in different industrial sectors and which digital technologies should be leveraged to increase the performance of the agribusiness system. To do so, we used secondary data from a large-scale survey of 28 industrial sectors, representing 2225 companies in the Brazilian industry. Analyzing the different industrial sectors allowed us to present a framework of digital transformation to boost food industry competitiveness towards Agriculture 4.0. The results show that the food industry usually uses only one digital technology, showing the need for simultaneous and joint investments in the other technologies presented in this research. Public policies must be directed to encourage the expansion of digital technologies in the food industry.

Purpose: This research examines the impact of integrating lean manufacturing (LM) principles and Industry 4.0 (I4.0) into the product development process (PDP) of manufacturing companies in southern Brazil, with the objective of improving market performance (MP).Design/methodology/approach: A survey was conducted with 110 product development managers to evaluate the level of LM and I4.0 principles, PDP phases, and the improvement of MP. Quantitative analysis was employed to analyse the data, including confirmatory factor analysis (CFA) and ordinary least squares (OLS) hierarchical regression.Findings: The study reveals that integrating LM and I4.0 principles in the PDP enhances product development and positively impacts the MP of manufacturing companies. Additionally, I4.0 partially mediates the LM-PDP relationship, while LM partially mediates the I4.0-PDP relationship, highlighting their interdependence rather than one being a prerequisite for the other.Research limitations/implications: The study has limitations regarding its narrow focus on product development managers in Brazil and the absence of multiple case studies.Practical implications: The study emphasises the importance of coordinated efforts in manufacturing companies to adopt and manage both LM and I4.0 principles, as they positively impact all phases of the PDP and ultimately contribute to the overall MP of the companies.Originality/value: The novelty of this study lies in its systemic approach, examining the relationships and effects of LM and I4.0 principles on the PDP, and demonstrating how these effects manifest in manufacturing companies.