Sandra Moffett

This study addresses the evolving landscape of the manufacturing sector, particularly in developing nations like Malaysia, against the backdrop of the influential Industry 4.0 paradigm. The manufacturing arena, vital for economic progress, encounters heightened competitiveness and complexity, necessitating a reevaluation of strategies. The impetus behind this research is the imperative for manufacturing entities to enhance efficiency by embracing innovation as a fundamental aspect of their operational frameworks. Practices such as knowledge oriented leadership, electronic human resource management (e-HRM), and decentralised organisation structures emerge as pivotal elements to navigate the challenges presented by Industry 4.0. This study serves a dual purpose: guiding manufacturing firms in proactively preparing for Industry 4.0 and exploring the nuanced challenges associated with an aging workforce in this transformative context. Incorporating a mixed-method approach, the study initially adopts a quantitative, cross-sectional design. SPSS is employed for descriptive statistics, while Smart PLS is utilised for structural and measurement model analyses. This comprehensive methodology allows for a thorough exploration of the intricate relationships affecting Industry 4.0 readiness. In parallel, a qualitative facet was incorporated through thematic analysis, validating and enriching the findings on the impact of Industry 4.0 on urban planning derived from participant interviews. The findings emphasise that knowledge oriented leadership and eHRM are significant contributors to organisation innovation and Industry 4.0 readiness in the Malaysian manufacturing sector. Knowledge oriented leadership positively influences innovation, while e-HRM facilitates technological adoption by improving recruitment, learning, and performance appraisal systems. However, a decentralised organisational structure showed an insignificant effect on Industry 4.0 readiness, likely due to the unique challenges faced by smaller manufacturing firms. Notably, the study's findings on the varying influence of an aging workforce on Industry 4.0 readiness offer novel insights, highlighting the need for tailored workforce policies to support effective Industry 4.0 adoption. A notable contribution lies in the pioneering inquiry into the readiness of the Malaysian manufacturing sector for Industry 4.0. Identifying knowledge oriented leadership and e-HRM as crucial prerequisites for innovation and Industry 4.0 adoption, the study enriches the understanding of the intricate dynamics at the intersection of manufacturing, innovation, and Industry 4.0. Practically, the study offers actionable insights for Malaysian government officials shaping Industry 4.0 policies and stakeholders in navigating this transformative industrial era. Moreover, it will also help the stakeholders of other countries that are working towards Industry 4.0.

This paper examines key determinants of stakeholder salience and how this impacts value co-creation at different stages and levels of a service context within a consortium of UK non-government inter-sectoral organizations delivering public services. It uses three empirical stages to illustrate how value is conceptualized by different stakeholders at different stages of a service context. It then examines how stakeholder identities, and attributes of stakeholder salience and behaviour impact value co-creation across a network of stakeholders resulting in value gains and/or challenges at different levels. Finally, it offers approaches enabling greater value, through the effective management of stakeholder salience.

Purpose: The purpose of this paper is to explain how value is co-created in a many-to-many (MTM) context. The authors use a case study of a non-governmental service delivery consortium engaging multiple actors to examine how value is co-created beyond the buyer-supplier dyad. Design/methodology/approach: An explanatory case study of a consortium of seven UK non-governmental organisations (NGOs) delivering public service contracts is presented. Multiple data collection methods are combined; semi-structured interviews (n=30) and focus groups with internal stakeholders (n=5), participant observations (n=4) and document analysis. Findings: The authors use three illustrative empirical examples to show how different sources, types, enablers and mechanisms of VCC are evident during service provision activities. The findings show how different service provision activities utilise different dimensions, leading the authors to suggest that dimensions of VCC may be context dependent. Research limitations/implications: As consortia differ in their context and function, the findings may not be generalisable. Nevertheless, they provide specific examples of sources, types, enablers and mechanisms of value co-creation (VCC) that may be applicable to private, public and NGOs. Practical implications: Understanding how value is co-created with multiple stakeholders can offer competitive advantages likely to lead to improved sustainability, impact and performance. Originality/value: The empirical study offers a reconceptualisation of VCC in a MTM context. The paper combines disparate perspectives of VCC to offer a more holistic perspective.

Purpose: The purpose of this paper is to discuss key aspects of knowledge management (KM) education in response to challenges posed by the necessity to improve KM as a discipline and an established professional field.Design/methodology/approach: The paper is based on a systematic review of the current literature. This review was used as input in a recent panel held at the 2016 International Conference on Knowledge Management (ICKM). The paper brings together current literature with thought-provoking panelists’ presentations and subsequent debates with the audience.Findings: KM education from the “why, what, who, where and when” perspectives were first addressed and analyzed, and the end result was a reflection on “how” to approach KM education in the future.Research limitations/implications: This paper effectively underlines that, KM being a relatively new phenomenon, there is no clear consensus about roles that KM employees should play in an organization, what KM competencies and skills are needed, and where and when these should be obtained. Broad guidelines on how to approach KM education in the future may serve as a basis for further research.Practical implications: The study provides suggestions on how to place KM in adult education.Originality/value: The paper tackles the research questions through an innovative combination of a systematic literature review and a panel discussion on the topic of KM and education. Overall, the paper provides a fresh view of the state of the art of knowledge and research on the topic and also shows the common vision of a group of KM researchers and educators.

Increased complexity in large design and manufacturing organisations requires improvements at the operations management (OM)–applied service (AS) interface areas to improve project effectiveness. The aim of this paper is explore the role of Lean in improving the longitudinal efficiency of the OM–AS interface within a large aerospace organisation using Lean principles and boundary spanning theory. The methodology was an exploratory longitudinal case approach including exploratory interviews (n = 21), focus groups (n = 2), facilitated action-research workshops (n = 2) and two trials or experiments using longitudinal data involving both OM and AS personnel working at the interface. The findings draw upon Lean principles and boundary spanning theory to guide and interpret the findings. It was found that misinterpretation, and forced implementation, of OM-based Lean terminology and practice in the OM–AS interface space led to delays and misplaced resources. Rather both OM and AS staff were challenged to develop a cross boundary understanding of Lean-based boundary (knowledge) objects in interpreting OM requests. The longitudinal findings from the experiments showed that the development of Lean Performance measurements and lean Value Stream constructs was more successful when these Lean constructs were treated as boundary (knowledge) objects requiring transformation over time to orchestrate improved effectiveness and in leading to consistent terminology and understanding between the OM–AS boundary spanning team.

Counter‐knowledge refers to flaws in citizens' mental models arising from utilization of rumours, inappropriate knowledge structures, outdated routines or procedures. When counter‐knowledge is applied to civil servants, it may result in problems of efficiency, equity and motivation. This paper examines the relationship between counter‐knowledge and open‐mindedness to model a framework for improving city marketing and policy development. This study tested two measurement models. While the theoretical model represents the effect of counter‐knowledge on city marketing and that the latter has a negative effect on open‐mindedness, the alternative model involves that counter‐knowledge has a positive indirect impact on open‐mindedness. These relationships are examined through an empirical investigation of 203 Spanish city halls. The results show a potential positive indirect effect of counter‐knowledge on open‐mindedness through city marketing programmes. This paper clarifies the existing literature, which tries to contribute to the discussion of city marketing, and helps us to obtain meaning out of the relationship between counter‐knowledge, city marketing and open‐mindedness. Copyright © 2016 John Wiley & Sons, Ltd.