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THE RESTRUCTURING OF THE ADMINISTRATIONAL-ORGANISATIONAL APPROACHES OF BUSINESSES IN THE PROCESS OF INDUSTRY 4.0

Yıl 2020, , 361 - 372, 31.10.2020
https://doi.org/10.15637/jlecon.7.027

Öz

Industrial revolutions have long since been mandatory for humanity in order to adapt to the age and innovations, resulting in the search of new ways to sustain productivity. Regardless of the line of business or the historical background of a sector, the concept of industrial revolution underlies the historical development of all sectors. The main reason is that production sustainability occurs when humanity presents their products at the same time announcing them. Consequently, new ideas, creations and revolutions can develop. Based on this, the first Industrial Revolution developed as a direct result of mechanisation while the Second Industrial Revolution developed as a result of electricity, and the Third Industrial Revolution developed as a direct result of computerisation.
Nowadays, the Fourth Industrial Revolution aims to transform Internet of Things and Internet of Services into production. In the near future, enterprises will adapt to these innovations and hence improve their technologies, managerial and organisational perceptions, administrative levels, decision-making and logistic systems, as well as production facilities by means of developing global networks as part of Cyber-Physical Systems. Thanks to Cyber-Physical Systems, enterprises will carry out information production, control function, smart machines and storage systems independently within the production environment. This system will provide a rapid development of concepts like production, engineering, material procurement, industrial processes, supply chain, and life-cycle systems.
Therefore, the aim of the present study is to theoretically analyse how managerial and organisational perceptions of enterprises undergo changes following the adoption of Industry 4.0 using literature review, which is defined as second-hand data, and to discuss the issues considering the restructuring of management-organisation of enterprises in accordance with this developing trend.

Kaynakça

  • Acatech. (2011); Cyber-Physical Systems: Driving Force for Innovation mobility, Health, Energy and Production.Acatech(Ed.), Springer-Verlag, Berlin.
  • AKAT, I., BUDAK, G., BUDAK, G. (2002). Business Management, 4.b, Barış Publishing, Faculties Bookstore, Izmir.
  • BAKAN, I. (2004). Success Strategies for Managers, Beta Publishing, Istanbul.
  • BURN, T., & STALKER, G. M. (1961). The management of innovation. London, Tavistock.
  • BRETTEL, M., FRIEDERICHSEN, N., KELLER, M., & ROSENBERG, M. (2014). How virtualization, decentralization and network building change the manufacturing landscape: An industry 4.0 perspective. International Journal of Mechanical, Industrial Science and Engineering, 8(1), 37-44.
  • CAN, H. (2002). Organisation and Management, 6.b, Siyasal Bookstore, Ankara.
  • CGI GROUP INC, (2017). Industry 4.0 Making your business more competitive, https://www.cgi.com/en/white-paper/Industry-4-making-your-business-more-competitive, Access Date: 25.11.2017.
  • DAFT, R. (2015). Organisation theory and design. Cengage learning.
  • DOMBROWSKI, U., & WAGNER, T. (2014). Mental strain as field of action in the 4thIndustrial revolution. Procedia CIRP, 17, 100-105.
  • EBSO (2015); Aegean Region Chamber of Industry, “Those who donot adopt to Industry4.0 will lose”, Aegean Region Chamber of Industry Journal, October, 2015.
  • EFIL, I. (2006). Business Management and Organisation, 6.b, Alfa Publishing, Istanbul.
  • EREN, E. (2003). Management and Organisation, 6.b, Beta Publishing, Istanbul.
  • ERTÜRK, M. (2000). Business Management and Organisation, 3.b, Beta Publishing, Istanbul.
  • GRIFFIN, A., & HAUSER, J. R. (1996). Integrating R&D and marketing: a review and analysis of the literature. Journal of Product Innovation Management, 13(3), 191–215.
  • HERMAN, M., PENTEK, T., & OTTO, B. (2015). Design principles for Industry 4.0 Scenario: A literature review.
  • JONES, G. R., GEORGE, J.M., & HILL, C.W. (2003). Contemporary management.New York: McGraw-Hill/Irwin.
  • KAGERMANN, H., HELBIG, J., HELLINGER, A., & WAHLSTER, W. (2013). Recommendations for implementing the strategic initiative INDUSTRIE 4.0: Securing the future of German manufacturing industry; final report of the Industrie 4.0 Working Group. Forschungsunion.
  • LANDSCHEIDT, S., & KANS, M. (2016). Automation Practices in Wood Product Industries: Lessons learned, current Practices and Future Perspectives. In The 7th Swedish Production Symposium SPS, 25-27 October, 2016, Lund, Sweden. Lund University.
  • LASI, H., FETTKE, P. D. P., KEMPER, H. G., FELD, D. I. T.& HOFFMANN, D. H. M. (2014). Industry 4.0. Business & Information Systems Engineering, 6(4), 239-242.
  • LEE, J., BAGHERI, B., & KAO, H. A. (2015). A cyber-physical systems architecture for industry 4.0-based manufacturing systems. Manufacturing Letters, 3, 18-23.
  • PORTER, M. E., & HEPPELMANN, J. E. (2015). How smart, connected products are transforming companies. Harvard Business Review, 93(10), 96-114.
  • ŞİMŞEK, M. Ş. (2008). Management and Organisation, 10.b, Adım Printing Press, Konya.
  • TOKER, E. (2016); the Scientific Journal of Industry 4.0 and the Future of Humanity, March, 2016.
  • TUSIAD (2016); Turkish Industrialists’ and Businessmen’s Association, "Industry 4.0 as a requirement for Turkey’s Global Competitiveness and the Developing Economy Perspective" Publishing No: TUSIAD-T 2016-03/576 March, 2016.
  • VAN Der SLUIS, L. E. (2004). Designing the workplace for learning and innovation: Organizational factors affecting learning and innovation. Development and Learning in Organisations: An International Journal, 18(5), 10-13.

THE RESTRUCTURING OF THE ADMINISTRATIONAL-ORGANISATIONAL APPROACHES OF BUSINESSES IN THE PROCESS OF INDUSTRY 4.0

Yıl 2020, , 361 - 372, 31.10.2020
https://doi.org/10.15637/jlecon.7.027

Öz

Industrial revolutions have long since been mandatory for humanity in order to adapt to the age and innovations, resulting in the search of new ways to sustain productivity. Regardless of the line of business or the historical background of a sector, the concept of industrial revolution underlies the historical development of all sectors. The main reason is that production sustainability occurs when humanity presents their products at the same time announcing them. Consequently, new ideas, creations and revolutions can develop. Based on this, the first Industrial Revolution developed as a direct result of mechanisation while the Second Industrial Revolution developed as a result of electricity, and the Third Industrial Revolution developed as a direct result of computerisation.
Nowadays, the Fourth Industrial Revolution aims to transform Internet of Things and Internet of Services into production. In the near future, enterprises will adapt to these innovations and hence improve their technologies, managerial and organisational perceptions, administrative levels, decision-making and logistic systems, as well as production facilities by means of developing global networks as part of Cyber-Physical Systems. Thanks to Cyber-Physical Systems, enterprises will carry out information production, control function, smart machines and storage systems independently within the production environment. This system will provide a rapid development of concepts like production, engineering, material procurement, industrial processes, supply chain, and life-cycle systems.
Therefore, the aim of the present study is to theoretically analyse how managerial and organisational perceptions of enterprises undergo changes following the adoption of Industry 4.0 using literature review, which is defined as second-hand data, and to discuss the issues considering the restructuring of management-organisation of enterprises in accordance with this developing trend.

Kaynakça

  • Acatech. (2011); Cyber-Physical Systems: Driving Force for Innovation mobility, Health, Energy and Production.Acatech(Ed.), Springer-Verlag, Berlin.
  • AKAT, I., BUDAK, G., BUDAK, G. (2002). Business Management, 4.b, Barış Publishing, Faculties Bookstore, Izmir.
  • BAKAN, I. (2004). Success Strategies for Managers, Beta Publishing, Istanbul.
  • BURN, T., & STALKER, G. M. (1961). The management of innovation. London, Tavistock.
  • BRETTEL, M., FRIEDERICHSEN, N., KELLER, M., & ROSENBERG, M. (2014). How virtualization, decentralization and network building change the manufacturing landscape: An industry 4.0 perspective. International Journal of Mechanical, Industrial Science and Engineering, 8(1), 37-44.
  • CAN, H. (2002). Organisation and Management, 6.b, Siyasal Bookstore, Ankara.
  • CGI GROUP INC, (2017). Industry 4.0 Making your business more competitive, https://www.cgi.com/en/white-paper/Industry-4-making-your-business-more-competitive, Access Date: 25.11.2017.
  • DAFT, R. (2015). Organisation theory and design. Cengage learning.
  • DOMBROWSKI, U., & WAGNER, T. (2014). Mental strain as field of action in the 4thIndustrial revolution. Procedia CIRP, 17, 100-105.
  • EBSO (2015); Aegean Region Chamber of Industry, “Those who donot adopt to Industry4.0 will lose”, Aegean Region Chamber of Industry Journal, October, 2015.
  • EFIL, I. (2006). Business Management and Organisation, 6.b, Alfa Publishing, Istanbul.
  • EREN, E. (2003). Management and Organisation, 6.b, Beta Publishing, Istanbul.
  • ERTÜRK, M. (2000). Business Management and Organisation, 3.b, Beta Publishing, Istanbul.
  • GRIFFIN, A., & HAUSER, J. R. (1996). Integrating R&D and marketing: a review and analysis of the literature. Journal of Product Innovation Management, 13(3), 191–215.
  • HERMAN, M., PENTEK, T., & OTTO, B. (2015). Design principles for Industry 4.0 Scenario: A literature review.
  • JONES, G. R., GEORGE, J.M., & HILL, C.W. (2003). Contemporary management.New York: McGraw-Hill/Irwin.
  • KAGERMANN, H., HELBIG, J., HELLINGER, A., & WAHLSTER, W. (2013). Recommendations for implementing the strategic initiative INDUSTRIE 4.0: Securing the future of German manufacturing industry; final report of the Industrie 4.0 Working Group. Forschungsunion.
  • LANDSCHEIDT, S., & KANS, M. (2016). Automation Practices in Wood Product Industries: Lessons learned, current Practices and Future Perspectives. In The 7th Swedish Production Symposium SPS, 25-27 October, 2016, Lund, Sweden. Lund University.
  • LASI, H., FETTKE, P. D. P., KEMPER, H. G., FELD, D. I. T.& HOFFMANN, D. H. M. (2014). Industry 4.0. Business & Information Systems Engineering, 6(4), 239-242.
  • LEE, J., BAGHERI, B., & KAO, H. A. (2015). A cyber-physical systems architecture for industry 4.0-based manufacturing systems. Manufacturing Letters, 3, 18-23.
  • PORTER, M. E., & HEPPELMANN, J. E. (2015). How smart, connected products are transforming companies. Harvard Business Review, 93(10), 96-114.
  • ŞİMŞEK, M. Ş. (2008). Management and Organisation, 10.b, Adım Printing Press, Konya.
  • TOKER, E. (2016); the Scientific Journal of Industry 4.0 and the Future of Humanity, March, 2016.
  • TUSIAD (2016); Turkish Industrialists’ and Businessmen’s Association, "Industry 4.0 as a requirement for Turkey’s Global Competitiveness and the Developing Economy Perspective" Publishing No: TUSIAD-T 2016-03/576 March, 2016.
  • VAN Der SLUIS, L. E. (2004). Designing the workplace for learning and innovation: Organizational factors affecting learning and innovation. Development and Learning in Organisations: An International Journal, 18(5), 10-13.
Toplam 25 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Finans
Bölüm Makaleler
Yazarlar

Naci Atalay Davutoğlu 0000-0003-4881-8242

Yayımlanma Tarihi 31 Ekim 2020
Yayımlandığı Sayı Yıl 2020

Kaynak Göster

APA Davutoğlu, N. A. (2020). THE RESTRUCTURING OF THE ADMINISTRATIONAL-ORGANISATIONAL APPROACHES OF BUSINESSES IN THE PROCESS OF INDUSTRY 4.0. Journal of Life Economics, 7(4), 361-372. https://doi.org/10.15637/jlecon.7.027