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By combining relevant literature and using quantitative methodology, this study aims to look into the role of knowledge management (KM) as a mediator between entrepreneurial competencies (ECs) and the sustainable performance (SP) of manufacturing small and medium-sized enterprises (SMEs).

The relationships in the proposed model were examined with data collected from 122 Malaysian SMEs using a cross-sectional technique and a standardized questionnaire and analyzed using structural equation modeling path analysis.

According to the findings, ECs have a positive and considerable impact on KM as well as the SP of manufacturing SMEs. Importantly, KM partially mediates between ECs and the SP of manufacturing SMEs.

This research provides a theoretical contribution through the integration of ECs, KM and SP within a unified framework that takes into account the viewpoints of the resource-based view, the knowledge-based view and the triple bottom line. The results corroborate that ECs directly affect SP and indirectly through KM. Nevertheless, the study’s use of cross-sectional survey data makes it impossible to draw conclusions about causes. This is because ECs, KM and SP all have effects on time that this empirical framework cannot account for.

The findings of this research provide valuable insights for managers and decision-makers in SMEs, who are expected to show an increasing interest in adopting KM processes into their companies through which ECs can be translated into SP.

By applying the proposed framework, SMEs can conduct their activities in ways that do not harm environmental and societal well-being while achieving appropriate economic performance at the same time.

As a result, the findings of this study can add to the literature on ECs and KM, as well as boost the chances of SME sustainability. Directions for future research are also provided in relation to a better understanding of the factors affecting the SP of SMEs.

Smart manufacturing is revolutionizing the manufacturing industry by shifting the focus from traditional manufacturing to a more intelligent, interconnected and responsive system. Despite being the backbone of the economy and despite the government’s efforts in supporting and encouraging the transformation to smart manufacturing, small and medium enterprises (SMEs) have been struggling to transform their operations. This study aims to identify the challenges for SMEs’ transformation and the benefits they can get from this transformation, following a systematic review of existing literature.

A systematic review of existing literature has been performed to identify the peer-reviewed journal articles that focus on smart manufacturing for SMEs. First, a comprehensive list of keywords relevant to the review questions are identified. Second, Scopus and Web of Science databases were then used to search for articles, applying filters for English language and peer-reviewed status. Third, after manually assessing abstracts for relevance, 175 articles are considered for further review and analysis.

The benefits and challenges of SMEs’ transformation to smart manufacturing are identified. The identified challenges are categorized using the Smart Industry Readiness Index (SIRI) framework. Further, to address the identified challenges and initiate the SME’s transition toward smart manufacturing, a framework has been proposed that shows how SMEs can start their transition with minimum investment and existing resources.

Several studies have concentrated on understanding how smart manufacturing enhances sustainability, productivity and preventive maintenance. However, there is a lack of studies comprehensively analyzing the challenges for smart manufacturing adoption for SMEs. The originality of this study lies in identifying the challenges and benefits of smart manufacturing transformation and proposing a framework as a roadmap for SMEs' smart manufacturing adoption.

This study empirically investigates how ambidextrous innovations and their balancing affect the supply chain financing performance (SCFP) of small and medium-sized enterprises (SMEs), based on signaling theory. Moreover, this study explores the moderating effect of the breadth and depth of digital technology deployment on the relationship between ambidextrous innovations and the SCFP of SMEs.

A mixed-methods design is used, including a qualitative study and a quantitative study. Qualitative data have been collected from six multi-cases in different industries. Questionnaire data have been collected from 259 SMEs in China, and a multiple regression model is used to verify the research hypotheses.

The findings indicate that, in supply chain financing, both exploitative innovation and exploratory innovation are helpful in improving the SCFP of SMEs. For resource-constrained SMEs, a relative balance between exploitative innovation and exploratory innovation can help improve SCFP. The breadth of digital technology deployment can strengthen the relationship between exploitative innovation and SCFP, while the depth of digital technology deployment can weaken the relationship between exploratory innovation and SCFP. In addition, increasing the depth of digital technology deployment strengthens the positive correlation between the relative balance of ambidextrous innovations and SCFP.

To effectively obtain supply chain financing, SMEs can either concentrate their limited resources on a single type of innovation or use relative balance strategies to simultaneously pursue two innovations. In addition, in the process of obtaining supply chain financing by ambidextrous innovations, SMEs should appropriately deploy digital technologies.

This study first deconstructs the impact mechanism of ambidextrous innovation capabilities on SCFP based on signaling theory, and then discusses the balancing effect of ambidextrous innovations on SCFP in the cases of resource-constrained SMEs. This study also goes further and finds the negative moderating effect of digital technology deployment in the process of supply chain financing.

This paper aims to explore the challenges and opportunities faced by buying centers in small and medium enterprises (SME) manufacturing companies in view of recent technological changes and the virtualization of communication.

This study uses a qualitative approach with multiple case studies to portray complex realities within the buying centers in the manufacturing SME context. The authors selected five Italian companies to portray the diverse characteristics, practices and policies of relevant stakeholders before reaching saturation with the issues explored.

The authors find that interactions among buying center members are more effective with greater collaboration and exchange (as opposed to competition and a struggle for power). Virtual/hybrid relations require greater intra-group cooperation, whereas diverse backgrounds and collaborative interactions help the flexibility and performance of the buying center. Greater use of technology produces certainty and automation, but it may also cause overload and biases that can be solved with the ability to analyze and clear responsibility for decisions.

The authors studied only five Italian companies in this study. Future research in other countries with diverse cultural and socio-economic conditions and methods would help extend this research.

The findings would improve the understanding of the challenges of adopting new purchase process technologies that would help automate routine tasks, produce useful data and support decision-making.

Unlike prior studies, this study uses an exploratory design to study the evolution of buying centers in SMEs to seek deeper insights into the challenges and opportunities faced by SMEs because of the growing use of emerging technologies.

The organizational digital transformation (ODT) in companies presents small and medium-sized enterprises (SMEs) – who remain at the beginning of this transformation – with the challenge of offering digital services based on sensor technologies. Against this backdrop, the present paper identifies ways SMEs can enable digital servitization through sensor technology and defines the possible scope of the organizational transformation process.

Around 21 semi-structured interviews were conducted with experts from different hierarchical levels across the German manufacturing SME ecosystem. Using the Gioia methodology, fields of action were identified by focusing on influencing factors and opportunities for developing these digital services to offer them successfully in the future.

The complexity of existing sensor offerings must be mastered, and employees' (data) understanding of the technology has increased. Knowledge gaps, which mainly relate to technical and organizational capabilities, must be overcome. The potential of sensor technology was considered on an individual, technical and organizational level. To enable the successful implementation of service offerings based on sensor technology, all relevant stakeholders in the ecosystem must network to facilitate shared value creation. This requires standardized technical and procedural adaptations and is an essential prerequisite for data mining.

Based on this study, current problem areas were analyzed, and potentials that create opportunities for offering digital sensor services to manufacturing SMEs were identified. The identified influencing factors form a conceptual framework that supports SMEs' future development of such services in a structured manner.

While Digitalisation is gaining momentum among practitioners and the scientific world, there is still a struggle to embark on the digitalisation journey successfully. The struggles are more significant for SMEs compared to large companies. Such transformation could face internal resistance, which evokes the need to put it into a socio-technical perspective such as lean. This paper investigates how SMEs could implement digital tools and technologies in their operations.

We relied on a multiple case study design in three SME manufacturing companies in Italy. Based on the experience of those companies, the struggles in the implementation and the lessons learned, we formulate an implementation model of digital tools driven by lean thinking.

Companies tend to implement first digital tools that help with real-time data collection and stress that introducing digital tools becomes challenging without reducing waste in production. The model stresses top management commitment, middle-line involvement and operator training to resist change. All these factors coincide with socio-technical lean bundles developed by seminal works. In addition, the study highlights that financial incentives are not necessarily the common barrier to digital tools implementation in SMEs but rather the cultural aspect.

Our paper enriches the extant body of knowledge by deriving knowledge around digitalisation implementation through lessons learned and corrective actions. It allows managers to benchmark and compare the current state of the implementation process with that of other companies and the one proposed to make corrective actions when necessary.

Improving productivity and efficiency has always been crucial for industrial companies to remain competitive. In recent years, the topic of environmental impact has become increasingly important. Published research indicates that environmental and economic goals can enforce or rival each other. However, few papers have been published that address the interaction and integration of these two goals.

In this paper, we identify both, synergies and trade-offs based on a systematic review incorporating 66 publications issued between 1992 and 2021. We analyze, quantify and cluster examples of conjunctions of ecological and economic measures and thereby develop a framework for the combined improvement of performance and environmental compatibility.

Our findings indicate an increased significance of a combined consideration of these two dimensions of sustainability. We found that cases where enforcing synergies between economic and ecological effects were identified are by far more frequent than reports on trade-offs. For the individual categories, cost savings are uniformly considered as the most important economic aspect while, energy savings appear to be marginally more relevant than waste reduction in terms of environmental aspects.

No previous literature review provides a comparable graphical treatment of synergies and trade-offs between cost savings and ecological effects. For the first time, identified measures were classified in a 3 × 3 table considering type and principle.

This study aims to analyze how ready a firm is to transform into Industry 4.0 using the Readiness Index (INDI 4.0) assessment. It also investigates the differences (before and after) of the program “Making Indonesia 4.0” in 2018 in socioeconomic and demographic aspects.

The INDI 4.0 assessment involved a self-evaluation by 622 companies across 13 industry sectors, subsequently verified by the Ministry of Industry. This study incorporates discussions with industry experts to enhance the interpretation of the analytical findings.

This study explores the interrelation among the components of INDI 4.0 across different levels, assessing the readiness of each sector for Industry 4.0. The findings reveal the diverse impact of implementing Industry 4.0 in Indonesia on socioeconomic and demographic aspects. Furthermore, the study proposes several policy recommendations for the Indonesian government’s consideration.

This study’s scope is confined to the industrial context of Indonesia, as the assessment components are tailored to the specific characteristics and culture of the country’s industry. Subsequent research endeavors can leverage this study as a foundational reference, adapting the components to align with the particular interests of other nations.

Businesses, especially those in Indonesia, can employ these findings to evaluate their position in the context of Industry 4.0 transformation compared to their industry. Simultaneously, the Indonesian government can use these results as a starting point to evaluate and potentially enhance their policies related to Industry 4.0. We recommend five policy proposals for the Indonesian government: diversifying measurement models, shifting terminology, emphasizing soft skills, promoting continuous learning and implementing Center of Digital Industry Indonesia 4.0 (PIDI 4.0) initiatives.

This study offers a broad impact of Industry 4.0 implementation in socioeconomic and demographic aspects in Indonesia, such as income, job-shifting, age, educational background and gender.

To the best of our knowledge, no prior research has explored the repercussions of industrial implementation on socioeconomic and demographic facets.

This paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.

This research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.

The research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.

Using the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.

This research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.

This research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.

The paper is a proof of concept (PoC) intervention study aimed for developing performance management (PM) practices in manufacturing small and medium-sized enterprises (SMEs) with the longer-term aim enabling the SMEs to improve their productivity. The intervention was designed and deployed by a collaborative quartet of academics, management consultants, accountancy firm and a commercial bank manager.

The paper firstly musters a set of initialising PM practices aligned to productivity improvement. These are utilised to design a knowledge transfer intervention for deployment with a set of manufacturing SMEs incorporating some associated productivity tools. The evaluation of the intervention utilised a case study approach founded on a logic model of the intervention to assess the development of the PM practices.

The intervention contributed to a partial development of the mustered practices and the productivity diagnostic based on the multi-factor productivity (MFP) abstraction and a data extraction protocol had the strongest impact. The study revealed the importance of the three interlaced factors: Depth of engagement, feedback opportunities and the intervention gradient (the increase of independent action from the participating SME's and the diminishment of the external intervention effort).

The case study is based on a limited number of individual SME's, and within just the manufacturing sector.

SME businesses will require a more sustained programme of interventions than this pilot to develop PM capability, and depth of engagement within the SME is critical. Professional stakeholders can be utilised in recruitment of firms for intervention programmes. Business can start developing PM capability prior to PMS implementation using the tools from this programme.

The productivity diagnostic tool, based on a synthesis of MFP and the performance pyramid, an array of potential initialising practices for PM capability and discovery of potential mechanisms for PM practice development.