The role of Industry 4.0 in developing resilience for manufacturing companies during COVID-19

Humanity has faced many crises in the past, such as pandemics, wars, and economic crises, and other crises are certain to come in the future;however, emerging technologies have a role to play in improving companies' resilience in the face of such crises. The coronavirus (COVID-19) pandemic has led to human, technological, and managerial constraints for manufacturing companies due to scarce resources or supply chain (SC) disruptions. The research goal of this paper is to investigate whether Industry 4.0 implementation improved companies' resilience and whether companies' performance maintained stability during the COVID-19 outbreak. Composite-based structural equation modeling is applied to analyse data collected from 207 manufacturing companies. The theoretical model is grounded in the Practice-Based View (PBV) theory. The research findings show that operational responses based on Industry 4.0, smart manufacturing practices, and smart capabilities enable manufacturers to build resilience and quickly mitigate performance loss in times of global crisis. Therefore, the results demonstrate that Industry 4.0 implementation provides resilience for companies through flexibility, reliability, robustness, and responsiveness. The main practical implication of this study is to support managers in achieving manufacturing performance stability during disrupted times, such as the COVID-19 crisis, using Industry 4.0 approaches to make their companies more resilient and prepared to face future challenges and crises. © 2022 Elsevier B.V.

The role of Industry 4.0 in developing resilience for manufacturing companies during COVID-19

Humanity has faced many crises in the past, such as pandemics, wars, and economic crises, and other crises are certain to come in the future;however, emerging technologies have a role to play in improving companies' resilience in the face of such crises. The coronavirus (COVID-19) pandemic has led to human, technological, and managerial constraints for manufacturing companies due to scarce resources or supply chain (SC) disruptions. The research goal of this paper is to investigate whether Industry 4.0 implementation improved companies' resilience and whether companies’ performance maintained stability during the COVID-19 outbreak. Composite-based structural equation modeling is applied to analyse data collected from 207 manufacturing companies. The theoretical model is grounded in the Practice-Based View (PBV) theory. The research findings show that operational responses based on Industry 4.0, smart manufacturing practices, and smart capabilities enable manufacturers to build resilience and quickly mitigate performance loss in times of global crisis. Therefore, the results demonstrate that Industry 4.0 implementation provides resilience for companies through flexibility, reliability, robustness, and responsiveness. The main practical implication of this study is to support managers in achieving manufacturing performance stability during disrupted times, such as the COVID-19 crisis, using Industry 4.0 approaches to make their companies more resilient and prepared to face future challenges and crises.

Pre-crisis commitment human resource management and employees' attitudes in a global pandemic: The role of trust in the government

Studies of human resource management (HRM) have produced plentiful results on commitment HRM, but its effects during a crisis have rarely been examined. Incorporating the commitment HRM view and the cognitive phenomenological framework, we examined whether and how commitment HRM practices implemented prior to the COVID-19 mitigate employees' negative cognitive evaluations and attitudes during the pandemic. Moreover, a pandemic is a situation that requires strong government interventions, and we further examined whether employees' trust in the government would play a moderating role in explaining the effects of commitment HRM. With a multilevel framework, we measured commitment HRM via an analysis of big data provided online prior to the pandemic and matched the information to employees' responses collected from a survey after the outbreak of the pandemic. With data from 1010 employees and 52 companies, we found that employees in organizations with a higher utilization of commitment HRM showed less threat appraisals. Moreover, those experiencing fewer threat appraisals showed more commitment to their organizations. In addition, we found that the negative link between a company's commitment HRM and its employees' threat appraisals was pronounced when they had a lower level of trust in the government. Theoretical and practical implications are discussed.