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Technologies have had a positive impact on the construction industry. Technologies such as BIM, automation, augmented and virtual reality, Internet of Things and robotics have been adopted by construction firms to enhance productivity. However, not much research has been done on the awareness and adoption of wearable technologies for health and safety (H&S) management. This paper investigates the level of awareness and adoption of wearable technologies for H&S management in the Nigerian construction industry.

A quantitative research method was adopted for the study. An electronic questionnaire format was used as an instrument to collect the data. Both descriptive (mean score) and inferential statistics (Kruskal–Wallis test) were used to analyse the data.

The results indicate that organisations rarely use H&S wearable devices for H&S management although professionals within the construction industry are somewhat aware of the common H&S wearable devices. The findings further indicate that all 11 variables were perceived as “rarely adopted”, whereas 2 variables were perceived as “aware”, 3 variables as “slightly aware” and the remaining 6 variables as “somewhat aware”.

Data were collected from only construction professionals working in government agencies, consultancy firms and grade D contracting firms in Lagos and Abuja. For a broader perspective, a study that expands the number of states and categories of construction firms is recommended.

The construction industry in Nigeria can use the recommendations to improve H&S management on site. Moreover, the recommendations can contribute to the development of policies to promote the adoption of wearable technologies in construction sites.

Research on wearable technologies, particularly in the Nigerian construction industry, is at the developing stage. With this article, the authors contribute to the body of knowledge in this area of research.

A positive outlook on the impact of Industry 4.0 (I4.0) on sustainability prevails in the literature. However, some studies have highlighted potential areas of concern that have not yet been systematically addressed. The goal of this study is to challenge the assumption of a sustainable Fourth Industrial Revolution by (1) identifying the possible unintended negative impacts of I4.0 technologies on sustainability; (2) highlighting the underlying motivations and potential actions to mitigate such impacts; and (3) developing and evaluating alternative assumptions on the impacts of I4.0 technologies on sustainability.

Building on a problematization approach, a systematic literature review was conducted to develop potential alternative assumptions about the negative impacts of I4.0 on sustainability. Then, a Delphi study was carried out with 43 experts from academia and practice to evaluate the alternative assumptions. Two rounds of data collection were performed until reaching the convergence or stability of the responses.

The results highlight various unintended negative effects on environmental and social aspects that challenge the literature. The reasons behind the high/low probability of occurrence, the severity of each impact in the next five years and corrective actions are also identified. Unintended negative environmental effects are less controversial than social effects and are therefore more likely to generate widely accepted theoretical propositions. Finally, the alternative hypothesis ground is partially accepted by the panel, indicating that the problematization process has effectively opened up new perspectives for analysis.

This study is one of the few to systematically problematize the assumptions of the I4.0 and sustainability literature, generating research propositions that reveal several avenues for future research.

Since Zuckerberg's announcement to change Facebook's name to Meta Platforms Inc. on October 28, 2021, the concept of the metaverse has gained unprecedented popularity in the business world. Tech giants, SMEs and start-ups across various sectors are making substantial investments in metaverse-related technologies. Despite this, scholarly research in entrepreneurship and strategic management regarding the metaverse remains limited. This paper, grounded in value creation theory, aims to analyze how value is generated in the metaverse era.

This paper conducts a thematic analysis of 895 press releases published by LexisNexis between October 28, 2021, and October 28, 2022. The analysis identifies the primary emerging themes related to value creation in the metaverse age.

The thematic analysis reveals four significant emerging themes concerning value creation in the metaverse age: (1) factors enabling value creation, (2) digital resources contributing to value creation, (3) motives driving value creation and (4) practices of value creation.

This paper represents the inaugural attempt to analyze the metaverse through a value creation lens. Given the substantial investments and growing academic interest in the metaverse, understanding value creation in this context is a pressing concern. Additionally, this study provides valuable insights and suggests critical questions for future research on the metaverse.

The purpose of this paper is to investigate how different manufacturing technologies are bundled together and how these bundles influence operations performance and, indirectly, business performance. With the emergence of Industry 4.0 (I4.0) technologies, manufacturing companies can use a wide variety of advanced manufacturing technologies (AMT) to build an efficient and effective production system. Nevertheless, the literature offers little guidance on how these technologies, including novel I4.0 technologies, should be combined in practice and how these combinations might have a different impact on performance.

Using a survey study of 165 manufacturing plants from 11 different countries, we use factor analysis to empirically derive three distinct manufacturing technology bundles and structural equation modeling to quantify their relationship with operations and business performance.

Our findings support an evolutionary rather than a revolutionary perspective. I4.0 technologies build on traditional manufacturing technologies and do not constitute a separate direction that would point towards a fundamental digital transformation of companies within our sample. Performance effects are rather weak: out of the three technology bundles identified, only “automation and robotization” have a positive influence on cost efficiency, while “base technologies” and “data-enabled technologies” do not offer a competitive advantage, neither in terms of cost nor in terms of differentiation. Furthermore, while the business performance impact is positive, it is quite weak, suggesting that financial returns on technology investments might require longer time periods.

Relying on a complementarity approach, our research offers a novel perspective on technology implementation in the I4.0 era by investigating novel and traditional manufacturing technologies together.

The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems.

This study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers.

The findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies.

This paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes “fails” and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs.

This is a general review study aiming to specify the key customer-based factors and technologies that influence the value co-creation (VCC) process through artificial intelligence (AI) and automation in the hospitality and tourism industry.

The study uses a theory-based general literature review approach to explore key customer-based factors and technologies influencing VCC in the tourism industry. By reviewing the relevant literature, the authors conclude a theoretical framework postulating the determinants of VCC in the AI-driven tourism industry.

This paper identifies customers' perceptions, attitudes, trust, social influence, hedonic motivations, anthropomorphism and prior experience as customer-based factors to VCC through the use of AI. Service robots, AI-enabled self-service kiosks, chatbots, metaversal tourism and new reality, machine learning (ML) and natural language processing (NLP) are technologies that influence VCC.

The results of this research inform a theoretical framework articulating the human and AI elements for future research set to expand the models predicting VCC in the tourism industry.

Few studies have examined consumer-related factors that influence their participation in the VCC process through automation and AI.

Many manufacturers are exploring adopting smart technologies in their operations, also referred to as the shift towards “Industry 4.0”. Employees' contribution to high-tech initiatives is key to successful Industry 4.0 technology adoption, but few studies have examined the determinants of employee acceptance. This study, therefore, aims to explore how managers affect employees' acceptance of Industry 4.0 technology, and, in turn, Industry 4.0 technology adoption.

Rooted in the unified theory of acceptance and use of technology model and social exchange theory, this inductive research follows an in-depth comparative case study approach. The two studied Dutch manufacturing firms engaged in the adoption of Industry 4.0 technologies in their primary processes, including cyber-physical systems and augmented reality. A mix of qualitative methods was used, consisting of field visits and 14 semi-structured interviews with managers and frontline employees engaged in Industry 4.0 technology adoption.

The cross-case comparison introduces the manager's need to adopt a transformational leadership style for employees to accept Industry 4.0 technology adoption as an organisational-level factor that extends existing Industry 4.0 technology user acceptance theorising. Secondly, manager's and employee's recognition and serving of their own and others' emotions through emotional intelligence are proposed as an additional individual-level factor impacting employees' acceptance and use of Industry 4.0 technologies.

Synthesising these insights with those from the domain of Organisational Behaviour, propositions were derived from theorising the social aspects of effective Industry 4.0 technology adoption.

In the context of the Industry 4.0, this paper aims to investigate the state of the art of Italian manufacturing, focusing the attention on the implementation of intelligent predictive maintenance (IPdM) and 4.0 key enabling technologies (KETs), analyzing advantages and limitations encountered by companies.

A survey has been developed by the University of Parma in cooperation with the Italian Workers' Compensation Authority (INAIL) and was submitted to a sample of Italian companies. Overall, 70 answers were collected and analyzed.

Results show that the 54% of companies implemented smart technologies, increasing quality and safety, reducing the operating costs and sometimes improving the process' sustainability. However, IPdM was implemented only by the 37% of respondents: thanks to big data collection and analytics, Internet of Things, machine learning and collaborative robots, they reduced downtime and maintenance costs. These changes were implemented mainly by large companies, located in northern Italy. To spread the use of IPdM in Italian manufacturing, the high initial investment, lack of skilled labor and difficulties in the integration of new digital technologies with the existing infrastructure are the main obstacles to overcome.

The article gives an overview on the current state of the art of 4.0 technologies implementation in Italy: it is useful not only for companies that want to discover the implementations' advantages but also for institutions or research centres that could help them to solve the encountered obstacles.