Abstract

Abstract
The successful adoption of Industry 4.0 technologies by firms requires them to formulate a digital strategy and implementation roadmap. An established approach to assess firms' needs towards digitalization is through maturity models. While there is a large number of maturity models in the literature, they present several limi-tations related to their generalizability and theoretical foundations. Our study aims to build and empirically validate an Industry 4.0 digital maturity model, based on the Technology-Organization-Environment framework. We conducted a systematic literature review of 55 digital maturity models, which we synthesized to create an integrated digital maturity assessment model. We tested our model through a focus group with industry experts and 24 companies from various manufacturing sectors. Our review suggests that existing digital maturity models have underestimated the relevance of the Environment dimension. Our empirical data suggests that companies often invest in digital technologies without considering critical organizational and environmental constraints.

Abstract
The digital transformation of manufacturing activities is expected to bring large societal benefits in terms of productivity and sustainability. However, uptake of digital technologies is slower than desirable. As a result, governments are taking action to try to overcome some of the barriers to adoption. However, the mechanisms through which government may act are quite diverse. In this paper, we compare the national strategies across the 27 countries members of the European Union. We map each country's initiative to 14 barriers to the adoption of digital technologies in manufacturing observed in the literature. We observe that most institutional efforts focus on providing funding, developing new regulatory frameworks related to data privacy and security, and creating human capital. Some known barriers to adoption observed at the firm level, such as the lack of off-the-shelf solutions, or the need for retrofitting old equipment, are largely overlooked. We do not find any relationship between the number of initiatives proposed by each country, and the country's existing level of digitalization. We conclude by proposing several policy recommendations, as well as directions for future research.

Abstract
Digital transformation creates a number of barriers that need to be surpassed by companies from the technological and organizational points of view. Concurrently, the complexity and nature of current market environments often demand new products, services, processes and business models, oftentimes supported by digital technologies. The objective of this paper is to contribute to a better understanding on the impact of a severe global crisis on the digital technologies’ adoption process (and their associate drivers and barriers), with a special look on the strategies adopted by companies in terms of supply chain resilience. Specificities of the Portuguese industry are discussed through the analysis of five case studies. © 2023, IFIP International Federation for Information Processing.

Abstract
Customer value is influenced by several factors, which impose major challenges to global Supply Chains (SCs) and their management. This study aims to understand how companies tackle these challenges by focusing their global SC management on major strategies and supporting practices. Based on customer value theory, and recognising major trends affecting what end consumers value, we identify four global SC strategies: customer-driven, service-driven, resource-efficient, and closed-loop. A multiple case study carried out in eleven companies in the consumer goods industry explores the practices adopted per each SC strategy in managing global sourcing, production, and distribution networks. Results show the key requirement of selecting tailored practices for SC management that align with the context and the value expected by customers. Operational SC practices entail managing collaborative actions both up and downstream and competing with other SCs and can benefit from the implementation of appropriate digital technologies for customer value creation and delivery, as well as for continuous learning about customer needs.