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The “4th Industrial Revolution” is characterized by a rapidly developing integration of digital technology and “cyber-physical” capability. Diffusion of open source technology has been cited by security and policing theorists, who note an emerging array of technology-enabled challenges to status quo security regimes. What characteristics define post-industrial crime, and how do post-industrial criminal methods challenge industrial-era security and policing regimes? This chapter opens with an overview of the “4th Industrial Revolution” and its theoretic challenges to conventional security and crime controls. Several pathways of impact are defined in terms of their challenges to industrial-era security, policing, and social controls, and in the complications posed by expanding state countermeasures to combat them. The chapter describes a series of practical, legal, ethical, and technical challenges to be considered for policing and security policy as the 4th Industrial Revolution proceeds.

This paper aims to discuss whether recent theoretical and practical approaches within industrial safety management might be applicable to, and solve challenges experienced in, the field of information security, specifically related to incident management.

A literature review was carried out.

Principles, research and experiences on the issues of plans, training and learning in the context of industrial safety management would be suitable for adoption into the field of information security incident management and aid in addressing current challenges.

There are a number of reasons why approaches from industrial safety management have something to offer to information security incident management: the former field is more mature and has longer traditions, there is more organizational research on industrial safety issues than on information security issues so far, individual awareness is higher for industrial safety risks and worker participation in systematic industrial safety work is ensured by law. More organizational research on information security issues and continuous strengthening of individual security awareness would push information security to further maturity levels where current challenges are solved.

This paper shows that the field of information security incident management would gain from closer collaborations with industrial safety management, both in research and in practical loss prevention in organizations. The ideas discussed in this paper form a basis for further research on practical implementations and case studies.

The main audience of this paper includes information security researchers and practitioners, as they will find inspirational theories and experiences to bring into their daily work and future projects.

This quantitative study seeks to explore HR professionals' perceptions regarding the adoption of technological applications under the fourth industrial revolution on 25 critical human resource management (HRM) challenges. Additionally, the authors compare data for potential cross-cultural differences.

A total sample of 251 HR professionals from 11 countries was divided into four different cultural clusters. They were asked about their attitudes to the most important HRM challenges when managing industrial relations. A 25-item structured Likert five-point scale questionnaire was used to explore the human vs technology relation and examine if there were any significant differences between clusters for each of the challenges.

The results suggest that most HR professionals believe that the use of technology instead of people cannot solve entirely human-centered and emotional based challenges, as those seem to be less exposed to machinery. Moreover, their views on only two of the 25 challenges present significant differences between cultural clusters, regarding making decisions solely on personal interest and managing confidential information after terminating employment.

This paper constitutes the first attempt of addressing the impact of the fourth industrial revolution on HRM challenges at a cross-cultural level. It is plausible that globalization and the fourth industrial revolution affect the perceptions of HR professionals worldwide. The study shows that respondents' perceptions about the “human vs technology” dilemma point toward the same direction, irrespective of their cultural background: that of enhancing human worker's role in business in the age of rapid technological advancements. In addition, the way our sample was drawn, taking into account the top Global Competitiveness Index 4.0 countries, makes our results robust and reliable.

The challenges facing industrial enterprises include coping with an increased distribution of activities and the related need to deal with task interdependencies, as well as coping with uncertainty and complexity. This opens for a discussion of current thinking and practices of manufacturing and its strategic role. The aim of the paper is to explore future changes in strategic roles of manufacturing.

A review of the literature on manufacturing strategy has focused on different ways of positioning manufacturing as a means for identifying and defining the strategic roles of manufacturing in an industrial company. To understand how industrial companies have dealt with some of the global challenges and have changed their strategic roles of manufacturing over a period of 3‐7 years, interviews are carried out in six small and medium‐sized companies, representing different industries, such as textile, mechanical and electronic industries. The case stories form a basis for identifying issues for future manufacturing strategic roles in the form of research propositions and implications.

The literature review has resulted in a grouping of the strategic roles of manufacturing. The first group of contributions relates directly to the extent and selected objectives of manufacturing contribution to competitive advantage. The second group positions a company in a value chain or a supply chain. The third way of classifying strategic roles focuses on the mutual interplay between functions leading to a primary role and four supporting roles. The fourth classification identifies different roles that a plant can play in a network of manufacturing plants of a company. To a large extent, the groups are mutually exclusive which suggests that an industrial company may use several classifications to find a configuration of strategic manufacturing roles that is in line with the environmental challenges and internal strength. The empirical findings form a basis for developing research propositions about the roles of manufacturing in the future: an important issue for an industrial firm will be to combine the various typologies into a configuration of strategic manufacturing roles; the strategic roles of manufacturing supporting other functions will become increasingly important, emphasizing the importance of strengthening the interplay with other functions and development of holistic competencies and knowledge sharing across functions and disciplines; a company's development over the next years may be seen as a sequence of moves similar to a game of chess, suggesting a capability to develop scenarios for the next series of moves.

The paper suggests that management of industrial companies: develops a combination of classifications of manufacturing roles appropriate for the company's specific situation; identifies supportive strategic roles of manufacturing leading to explicit focus on the interplay with other functions and strengthening of holistic competencies and knowledge sharing across functions and disciplines; views the pursuit of a global manufacturing strategy as a series of adaptive moves, instead of a once‐for‐all decision.

The findings open for a discussion of current thinking and practice of manufacturing and its strategic roles pointing to a new perception of manufacturing and to future challenges and development patterns.

In the past two decades, manufacturing has witnessed significant transformations alongside ecological challenges. Meanwhile, industrial 4.0 digital technologies have accelerated industrialisation with potentials of innovation in the context of circular economy. However, current concepts and models are fragmented and impractical. This paper aims to develop a holistic view integrating the three bodies of knowledge – industrialisation, ecologicalisation and digitalisation (IED) – in order to achieve sustainable development.

Critical literature review is conducted across three bodies of knowledge. Key themes are summarised with the identification of research gaps. A theoretical framework is synthesised and developed aiming to achieve synergy from IED with the modules, integration architecture, mechanism and dynamic paths.

First, the authors review and develop three conceptual models of ecologicalised industrialisation (IE3), industrial system digitalisation (D1) and digital technology industrialisation (D2) separately. Second, the authors propose a theoretical framework seeking to synthesise the above three conceptual models together to form the IED. Third, the authors design a process orientated abductive approach to improve and validate the IED framework.

This study contributes to the limited literature addressing the linkage of IED by integration different perspectives to develop theory in a novel way. Practically, it provides important tools for organisations to consider resource cascading in combination with digitalisation during the industrial system design.

The industrial revolution 4.0 (IR4.0) signifies technological advancements and digitalization. The fragmented and labour-intensive nature of the construction industry inherently possesses difficulties for IR4.0 adoption compared to other industries. This paper aims to investigate the perspectives of quantity surveying students on the challenges of IR4.0 implementation in the construction industry.

A questionnaire survey were distributed to a population of 191 quantity surveying students, with 96 valid responses returned. Descriptive statistics and factor analysis were employed to analyse the collected data.

Factor analysis revealed eight components as the key challenges for IR4.0 implementation, which revolved around resistance to change, data security issues, etc.

The findings could provide a guideline to higher education institutions on certain IR4.0-related areas to be incorporated into the syllabus, in ensuring that the students are equipped with such skills and knowledge, in meeting market demands. The construction stakeholders' could look into the identified challenges for strategizing the organizations in moving towards IR4.0 adoption.

To the best of the authors’ knowledge, this is the first study to investigate quantity surveying students' perspectives on the challenges of IR4.0 implementation in the construction industry by employing factor analysis method. The findings contribute to the body of knowledge in relation to the opinions of a younger generation who has more exposure towards technology on the hindrance of IR4.0 adoption.

The marketing of services presents special challenges. In the industrial setting, these challenges are complicated by the nature of the industrial marketplace. This article explores some of the major problems associated with the marketing of industrial services and provides some practical guidelines for dealing with these problems. It will apply the concepts which have been nurtured in services marketing in order to assist in the establishment of a framework which will foster the development and understanding of industrial services marketing.

This paper aims to uncover the significance of capacity, capacity utilization (CU) and its role in the quality and productivity improvement in an industrial environment. Besides, the current study is also aiming to explore the various ways to estimate CU and its status across the world.

In the present study, a comprehensive literature review on capacity and CU is carried out to expose the research direction in the field of CU. This work is primarily focused on capacity, CU and their estimation methods based on the research in various industries of different countries and current status in present scenario across the world.

The literature reveals that CU estimation is carried out by some government/central agencies at the national or sector level rather than the industry level in most of the productive nations. As far as industrial growth is concerned, capacity management should be carried out at a particular industry level so that engineering managers can be able to find out loopholes for huge capacity waste within the plant. It is observed that CU in the industrial sectors mainly computed by time series method, survey method, economic approach and engineering approach worldwide.

This paper tries to cover almost all research work in the field of CU in various industrial sectors. However, the organizations which are producing the product with limited demand may get benefit inadequately.

This paper provides a vision to management toward productivity improvement through optimal utilization of available resources. As in most organizations, CU issues are much neglected areas.

This paper provides valuable insights on capacity and CU in the industrial sector across the world. Besides, it focused on comprehensive literature of capacity and various methods to estimate CU in industrial sectors.

The purpose of this paper is to propose a research design that seeks to explore the evolutionary pathways of the emerging electric vehicle (EV) industry through employing the business ecosystem framework, which focuses on the interaction between firms, government officials, industrial associations and customers; and at the same time to identify the necessary strategic capabilities behind such emergence.

Qualitative research methodology will be employed such that multiple case studies will be carried out through the implementation of interviews with companies, industrial players and policy makers.

The research findings of this paper include a comprehensive depiction of the emerging business ecosystem structure of the EV industry, which contributed in building the main elements of the proposed conceptual research framework.

The research findings of this paper are based on one province in China; also the business ecosystem of the emerging EV industry may differ in different regions across the country.

Practically, this research would be able to provide a tool for industrial players and policy makers through the formulation of a capability maturity model, which allows the evaluation of the capabilities of the corresponding ecosystem players, so as to permit the assessment of their positions with the provision of guidelines benefiting the advancement of emerging industries.

This paper offers original theoretical contributions through developing strategic capabilities of emerging business ecosystems and is the first to provide a comprehensive structure on the low‐speed EV industry in China.