International Journal of Interactive Mobile Technologies (iJIM) – eISSN: 1865-7923 – Vol 17 No 09 (2023) Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the PRISMA Statement 2020 https://doi.org/10.3991/ijim.v17i09.39465 Ishamuddin Mustapha1(), Masroor Ali2, Nohman Khan3, Huma Sikandar4 1 Malaysian Institute of Industrial Technology (MITEC), Universiti Kuala Lumpur, Kuala Lumpur, Malaysia 2 Sukkur IBA University, Sukkur, Pakistan 3 UniKL Business School Universiti Kuala Lumpur, Kuala Lumpur, Malaysia 4 Azman Hashim International Business School (AHIBS), Universiti Teknologi Malaysia (UTM), Johor Bahru, Malaysia ishamuddin@unikl.edu.my Abstract—The fast growth of technologies during the Industry 4.0 era re- sulted in new or evolved organisations forming. Throughout the Fourth Industrial Revolution, the interaction between technology and humans evolved. Further- more, the skills and capacities of individuals and organisations are changing due to the abundance of technology. This study investigated the impact of industry 4.0 on innovative organisations and used thematic analysis to identify the major themes. VOS viewer content analysis and critical terms of occurrences analysis were used to identify the major themes. In addition, the PRISMA statement 2020 is applied for the methodological part. The results indicate three significant themes business models, innovative organisations, and digital transformation. The findings show that changes in the global economy and market needs are forc- ing businesses to adopt technical breakthroughs made possible by digital trans- formation. it is considered that adequate resources, experienced and capable workers, and well-organized, adequately adaptable, and creative procedures are required for innovative organisations. In addition, HRM practises in the digital era must incorporate teleworking, promote employee engagement in achieving the aim of digital transformation, and incentivise a proper leadership style. Also, technological advancement drives businesses to innovate in their everyday pro- duction, supply, value chains, and numerous operations, allowing them to adapt quickly to client requests. Keywords—digital transformation, IR 4.0, innovative organisations, HRM, VOS viewer, PRISMA 1 Introduction Industry 4.0 technologies are already widely employed across the world. These tech- nologies have enormous promise and have caused substantial changes in practically every industry (Ammar et al., 2021). According to (Afonso et al., 2017), several organ- isations’ business models are being transformed by Industry 4.0. Via different emerging 88 http://www.i-jim.org https://doi.org/10.3991/ijim.v17i09.39465 Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… communication, information, and intelligence technologies, these technologies can en- able flexibility, efficiency, and productivity. In addition, Industry 4.0 focuses on tech- nology goods, more agile procedures, and processes in complex settings prone to inter- ruption and deflection. One of its goals is to link people, machines, and materials in a broad communication network, to boost mobility, flexibility and the construction of intelligent networks and vertical and horizontal integration (Belinski et al., 2020). Tra- ditionally, physical and digital technologies are two types of Industry 4.0 technology. Manufacturing technologies such as additive manufacturing, sensors, and drones are examples of physical technologies (Dalenogare et al., 2018). Modern information and communication technologies such as cloud computing, blockchain, big data analytics, and simulation are examples of digital technologies. According to (Grabowska & Saniuk, 2022), the link between human and technology capital changed during the Fourth Industrial Revolution. The automation of technolog- ical capital results in high-quality goods and services. Increased labour efficiency is generally accomplished through automated or semi-automatic decision-making (Nas- cimento et al., 2019). In addition, the importance of developing new competencies and adapting to the new reality of Industry 4.0 is emphasised. Industry 4.0 synthesises tech- nological breakthroughs and the value chain organisation paradigm that will change the industrial output (Birkel et al., 2019). Although it is instinctively connected with the functioning of machines and contemporary technology, it is crucial to recall its human- istic aspect and the critical role humans play (Beier et al., 2020). On the other hand, as business activities become more digitalised, autonomous, and "smart," the Fourth In- dustrial Revolution is redefining employees' roles, responsibilities, skills, and certifica- tion needs (Saniuk et al., 2021). Digitalisation is upending established job trajectories in various industries, including manufacturing, information and communication tech- nologies (ICT), marketing, and supply chain management (Dobrowolska & Knop, 2020). In addition, a shift in human roles, responsibilities, and skill needs implies a shift in HRM operating practices such as employee recruiting, development, and redeploy- ment (Munsamy & Telukdarie, 2019). Industry 4.0 also presents HRM issues regarding needing more essential skills and credentials and job loss due to automation, robots, and IT applications (di Gregorio et al., 2019). The current study aims to investigate the impact of industry 4.0 on innovative organ- isations. The main objective behind the investigation is to identify the significant themes in prior literature related to the subject. Additionally, the impact of industry 4.0 transformation on human resource management needs for the business capabilities and skills. After reviewing and comparing the existing research on innovative organisations in the age of industry 4. o in previous literature, it is found that there needed to be more studies, and more information on the topic is not available. iJIM ‒ Vol. 17, No. 09, 2023 89 Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… 2 Research methodology 2.1 Materials and method To incorporate high-quality materials, the current study employed the PRISMA statement 2020 to include and exclude records from Scopus and Web of Science data- bases. The data were screened using the Preferred Reporting Items for Systematic Re- views and Meta-Analyses (PRISMA) methodology, as recommended by (Moher et al., 2009) and shown in Figure 1. However, the current study used the PRISMA statement 2020 for better reporting for records and relevant reports associated with the literature. We used the search terms “industry 4.0” AND “innovative organisations” for our liter- ature survey. Initially, 216 records were obtained. The current review covered publica- tions from social science, computer sciences, decision science, business management, accounting, economics, econometrics, finance, and interdisciplinary articles. In such a case, the results are reduced to 183 documents. Furthermore, we chose just the articles, reviews, and book chapters for the current study, reducing the number of records to 97. Additionally, only published and English-language documents were considered to rep- licate the study's scope for important literature outcomes. This step decreased the num- ber of records to 94. The next stage was to remove unnecessary and missing document information duplication, and records were limited to 76. Also, the citation criteria were used for the filtration of documents, and a minimum of five times cited articles were included in the study. To synthesise it, only 46 papers were included in the assessment. Figure 1 displays the PRISMA statement selection and rejection mechanism used in the current investigation. Fig. 1. PRISMA statement 2020 90 http://www.i-jim.org Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… 3 Descriptive analysis Additionally, the records for the current study were picked mainly from recent years for two key reasons. First, the current years emphasise digitalisation and organisational innovation (Hald & Coslugeanu, 2022). the records from 2016 to 2023 were dominant in the current review, as depicted in Figure 2. Many articles are included from 2019 to 2022 due to the recent increase in industry 4.0 intention from the researcher’s and acad- emicians’ perspective; ten records were selected from 2019, which is significantly higher than other years. The significant additional contribution is from 2021 to 2022, with eight and nine documents from each year, as illustrated in Figure 2. Fig. 2. Distribution of documents on the year base publication Furthermore, the source-based results are depicted in Table 1 with the source titles, the number of records from sources, citation details and an average of citations from each journal. The significant contribution of articles is recorded from the Sustainability (Switzerland) and Benchmarking with three records from each journal. However, the average citation records 31% of total citations from Benchmark journals. In addition, the Business Process Management Journal and Annual Reviews in Control citation av- erages are also higher than the other journals for the current study sources details, num- ber of articles, citation reports, and citations average are illustrated in Table 1. Table 1. Source title, article numbers, citation, and citation average Source Title Cited by Number of Documents Citations average Annual Reviews in Control 182 1 18% Benchmarking 318 3 31% Business Process Management Journal 239 1 23% Engineering, Construction and Architectural Management 21 2 2% Journal of Cleaner Production 58 2 6% Journal of Intellectual Capital 13 2 1% 0 2 4 6 8 10 12 2023 2022 2021 2020 2019 2018 2017 2016 Year of publication iJIM ‒ Vol. 17, No. 09, 2023 91 Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… Source Title Cited by Number of Documents Citations average Journal of Open Innovation: Technology, Market, and Complexity 7 3 1% Sustainability (Switzerland) 93 3 9% Sustainable Production and Consumption 5 2 0% Technological and Economic Development of the Economy 70 2 7% Technological Forecasting and Social Change 20 2 2% VINE Journal of Information and Knowledge Management Systems 10 1 1% Moreover, we employed key terms occurrences analysis to identify the significant themes in the review literature. The VOS Viewer emphasised the number of keywords and key phrases used in the published articles. Forty-five selected papers analysed the critical occurrence, with 53 essential terms appearing more than sen times. Three sig- nificant data streams were assigned during the key term's occurrence research: business models, digital transformation and innovative organisations. We also offer the rele- vancy score for each sentence and the average score. In addition, a minimum of seven times occurred was included in the table, and the highest time used term was 32 times. Moreover, we also have a relevance score for each word extracted from the VOS viewer software. Table 2 depicts the terms, classification, occurrences of critical terms and relevance score of each time below. Table 2. Key term occurrences, terms selected, and relevance score Term Classification Occurrences Relevance Score author business models 9 0.7957 benefit 12 0.9398 business 12 0.8514 company 17 0.6951 development 22 0.2689 field 20 0.4545 food supply chain 19 1.1178 healthcare 7 1.189 logistic 10 0.4287 privacy 11 0.6608 research 32 0.2209 review 13 0.602 risk 13 0.7442 stakeholder 16 0.8088 traceability 23 0.9902 artificial intelligence digital transformation 21 0.6161 big data 14 0.6159 cloud computing 11 1.0006 consumer 9 1.9199 cost 15 0.7626 digitalization 7 1.1358 92 http://www.i-jim.org Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… Term Classification Occurrences Relevance Score importance 11 0.2985 lack 8 1.1738 literature 23 0.4257 literature review 15 0.2108 machine learning 12 0.3326 new technology 8 0.8915 safety 11 0.8186 security 23 0.585 transaction 11 1.6204 user 9 0.5444 way 17 0.6261 analysis innovative organisations 23 0.1983 area 20 0.4901 disruptive technology 7 0.2336 environment 21 0.526 focus 10 0.3592 control 11 0.7355 insight 9 2.6401 knowledge 13 0.4914 model 23 0.4155 need 12 0.6466 organisation 19 0.5431 originality value 12 3.4951 practical implication 9 3.9996 product 17 0.8867 research limitations implication 7 4.9463 researcher 13 0.6131 service 16 0.4392 smart contract 10 1.1638 solution 19 0.5156 work 9 0.7865 world 9 1.6308 Additionally, the documents were examined using bibliometric key term occur- rences and content analysis to determine the major themes of the study. VOS Viewer software analyses the published literature’s content—data clusters created on the text established to group the related ideas. The current study found that in more detail in the journals' indexing procedure outlined in the databases, researchers' keywords and key- words are equally accurate for bibliometric analysis designed to uncover the structures of the examining field. Hence, we involved both class keywords for the co‐occurrence analysis within the study area associated with innovative organisations, business mod- els, and digital transformation. In total, 46 records were contained within the research, and the data delivered 53 keywords. We have thoroughly established and selected only iJIM ‒ Vol. 17, No. 09, 2023 93 Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… the most numerous 51 repetitive keywords in at least five records. Figure 3 illustrates the content analysis results. The cluster is represented by blue displays supply chain, organisational culture, value and enterprise are significant themes findings. The cluster in red is primarily ascribed to digital transformation, sustainable development, human resource management, business model and high-tech enterprise. The brown cluster sig- nifies capability, adoption and organisational sustainability. Figure 3 below illustrates the details of thems identification using the VOS viewer. Fig. 3. Themes identification using the VOS viewer 4 Thematic review 4.1 Innovative organisations Recent shifts in the global economy and market demands are compelling firms to implement technological advancements facilitated by digital transformation (Barrane et al., 2021). As a result, more complicated and brilliant goods with new capabilities have been developed. To manufacture bright goods, firms must significantly modify their new product development (NPD) process (N. A. Qureshi et al., n.d.). Furthermore, the fourth industrial revolution (from now on, industrial revolution 4.0) has multiplied the world's revenue by orders of magnitude. Like other areas of the economy, industrial revolution 4.0 had unprecedented repercussions that are put out for businesses (Wang et al., 2021). The advent of digital technology has reduced compliance costs and ad- ministrative hurdles, which has affected the performance of organisations (Shpak et al., 2019). The operation of Industry 4.0 is also characterised by productive information provision of management processes in the business sector, where the overall volume of generated data that comes to the management subsystem is used for making manage- ment decisions, and the cost of storing and maintaining data in the enterprise manage- ment system is reduced (Gadekar et al., 2022). Successful application of these processes 94 http://www.i-jim.org Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… necessitates the creation of novel economic systems, which should be modelled (Gitel- man & Kozhevnikov, 2018). According to (Nafchi & Mohelská, 2020) to implement the Smart idea, it is consid- ered that adequate resources, experienced and capable workers, and well-organized, adequately adaptable, and creative procedures are required. Industry 4.0 refers to the organisation of production processes based on interacting technologies and gadgets, often known as a "smart" factory, in which computer-driven systems manage physical processes, and are decentralised on self-organisation mechanisms (Kanimozhi Suguna & Nanda Kumar, 2019). On the other hand, researchers like (Akkaya, 1 C.E.), sug- gested that business settings are rapidly evolving. Agile businesses thrive in today's competitive market. Suppose today's technology businesses, leaders in their respective industries, fail in that competitive climate (Nagy et al., 2021). In that case, they may lose their market leadership because some organisations who were formerly market leaders in their respective industries are likely to fall behind their competitors due to a failure to adapt to changing market conditions. In addition, as the fluctuation and com- plexity of business environments and organisations themselves increase on an unprec- edented scale in the age of Industry 4.0, tensions created as a result of those changes and the related requirements translate to unprecedented effects or widely admired achievements in science, technology, economy, or society (e.g., innovative, break- through, novel solutions), or, conversely, they come down to unfortunate, undesired, anguished outcomes (Adamik & Nowicki, 2019). Table 3 below shows the details of authors, citations of articles, sub-classification details, segments and settings in which the research was conducted. Table 3. Authors, cited by sub-classification, segments, and settings Authors Sub-classification Segments Settings Barrane et al., 2021 new product develop-ment technological developments Inter-organiza- tional collabora- tions Shpak et al., 2019 innovative policy Markov chains integration ap-proaches Wang et al., 2021 banking sector. high technology exports, technological in-novation Nafchi & Mohelská, 2020 organizational culture innovative culture readiness and ma-turity Akkaya, , 2019 technology companies digital world dynamic environ-ment Adamik & Nowicki, 2019 Corporate Social Re-sponsibility (CSR) competitive advantage pathologies and paradoxes Inshakova et al., 2020 human and machine la-bor business processes organization of in- tellectual produc- tion Demirkesen & Tezel, 2022 construction companies building information modeling digitalization Garad & Gold, 2019 organimodelling learn-ing learning ecosystem Leaders in organi- zations Gitelman & Kozhevnikov, 2018 organisations global managerial education anticipatory learn- ing iJIM ‒ Vol. 17, No. 09, 2023 95 Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… Authors Sub-classification Segments Settings Anshari & Hamdan, 2022 knowledge management skills and capabilities digital fluency Gouda & Tiwari, 2022 digital disruption automobile industry sustainable busi-ness performance Kanimozhi Suguna & Nanda Kumar, 2019 digital supply chain start-up enterprises software services Gadekar et al., 2022 Higher Sustainable Or- ganisational Perfor- mance manufacturing industry business model Nagy et al., 2021 innovative technologies construction industry cyber-physical ecosystem According to (Inshakova et al., 2020), It should also be emphasised that universal machine technologies are employed in the service sector. For the automation of various business operations, which differ for different industrial segments, the industry requires considerable adaption and a foundation on breakthrough digital technologies of Indus- try 4.0. In agriculture, the prospects for automation are limited, and their practical de- ployment needs research. For example, I4.0 has already encouraged the application of several digital technologies in the construction sector, including innovative materials, sensor systems, and intelligent equipment (Demirkesen & Tezel, 2022). According to the findings (Anshari & Hamdan, 2022), by detecting key issue aspects in current in- formation, innovation has become a crucial component of an organisation to enhance performance and address challenges, particularly under the uncertain conditions of the natural world. The innovation process is firmly based on knowledge management. However, businesses must train highly skilled individuals to foster innovation in the manufacturing system and monitor its digital activities (Garad & Gold, 2019). Allowing employees to adapt to I4.0 technology lowers human error and aids in the improvement of their work processes. As a result, talent agility and innovation adoption are critical for businesses (Gouda & Tiwari, 2022). 4.2 Digital transformation In the modern age of digital transformation, innovation is critical and pervasive in all businesses. Researchers established numerous aspects to describe innovation capa- bility and proposed that organisations develop their innovation capabilities in various methods (Rauniyar et al., 2022). Innovation capability is the degree to which a corpo- ration can absorb, adapt, and change any given technology to create something new, other than the items currently on the market, to generate profits (Bencsik, 2020). In addition, the ultimate source of innovation capability is an innovation culture that con- tinually transforms knowledge and ideas into distinctive goods and services, processes, and systems for long-term survival in a competitive market (Kosolapova et al., 2021). According to (Aghimien et al., 2022)digitalisation can resolve the vexing dilemma of delivering projects over budget, late, and under specification. For example, digital tech- nology may lower labour expenses while improving quality and efficiency and enhanc- ing site safety. 96 http://www.i-jim.org Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… According to the Industry 4.0 vision, digitising firm processes may facilitate the in- tegration of firm functions and supply chain members so that "the chain becomes a completely integrated ecosystem that is fully transparent to all the players involved— from the suppliers of raw materials, components, and parts, to the transporters of those supplies and finished goods, and finally to the customers demanding fulfilment (Ardito et al., 2019)." According to (Choudhury et al., 2021) to complete this digital transition, specific "enabling technologies" (such as information systems and better Big Data an- alytics approaches) must be used. On the other hand, deploying digital supply chains and more modern marketing strategies is hampered by costly investments and signifi- cant hurdles associated with digitisation. In addition, the inability to assess and choose available technologies that may support the digitisation process and supply chain inte- gration is one of the most critical factors of digitisation costs (Kondrat’ev, 2019). Ac- cording to (Kondratiev & V., 2018), the purpose of Industry 4.0 is to accelerate digital- isation and, as a result, the horizontal and vertical integration of company activities. Therefore, all data related to operations, inbound/outbound logistics, market demands, and product-customer interactions would be available in real-time. Table 4 below shows the authors’ details, articles’ citations, sub-classification details, segments and settings in which the research was conducted. Table 4. Authors, cited by sub-classification, segments, and settings Authors Sub-classification Segments Settings Rauniyar et al., 2022 innovative strategies supply chain do-main adopting blockchain technol- ogies Ardito et al., 2019 supply chain manage-ment innovation dynam- ics and applications patent analysis Mohelska & Sokolova, 2018 autonomous decision-making innovation and edu- cation organizational culture Choudhury et al., 2021 supply chain arrange-ments mart Manufacturing Processes hierarchical structure Pagano et al., 2021 industrial districts companies, institu- tions and universi- ties innovative forms de las Heras et al., 2021 sustainable consumption environmental im-pact collaborative consumption Kondrat'ev V.B. innovative economy global value chains digital technologies Nicolás-Agustín et al., 2022 human resource prac-tices strategic alignment digital revolution Malatji et al., 2022 intelligent interconnec-tivity cybersecurity risk enterprise information tech- nology Kondratiev & V., 2021 sustainable development resources manage-ment advanced production tech- nologies Kondratiev & V., 2018 global value chains (GVC) digital technologies productive capabilities policy Furthermore, Industry 4.0 necessitates ongoing innovation and education, which de- pends on people’s abilities and organisational culture. Proper management practices are crucial in establishing the corporate culture (Mohelska & Sokolova, 2018). In addition, iJIM ‒ Vol. 17, No. 09, 2023 97 Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… To accomplish digital transformation, businesses must address two key issues: technol- ogy usage in the value chain and changes affecting their people, culture, and expertise. Organisations’ capabilities for digital transformation (DT) include substantial resources (IT infrastructure), people resources (technical and management skills), and intangible resources (knowledge, client focus, and synergy) (Nicolás-Agustín et al., 2022). Ac- cording to (de las Heras et al., 2021) human resources constitute a competitive edge in any firm. Businesses must integrate their management with operations management for the most significant outcomes. Additionally, advances in Industry 4.0 technologies, such as artificial intelligence and the Internet of Things, have resulted in the automation of numerous employments. Also, as a result, employment requirements have changed (Pagano et al., 2021). Experience in programming, Big Data analytics, robotics, and intelligent system maintenance will be required. Soft skills, lifelong learning, analyti- cal, inventive, and critical thinking are all becoming increasingly important (Yasir et al., 2022). According to (Malatji et al., 2022) corporations may utilise HRM techniques to guarantee that individuals with the necessary capabilities are employed and kept and to ensure that employees are encouraged to behave by the company's plan. In this re- gard, we may presume that strategic alignment encourages adopting certain beneficial HRM practices in the digital era (Mustapha et al., 2022). As a result, HRM practises in the digital era must incorporate teleworking, encourage employee engagement in achieving the aim of digital transformation, and incentivise a proper leadership style (M. I. Qureshi & Khan, 2022). 4.3 Business models Innovation plays a significant role in the strategy of such firms, as evidenced by the fact that all large technological organisations attribute a significant portion of their suc- cess to novelty goods and new concepts (Zeebaree et al., 2020). According to (Kumar & Nayyar, 2020), to adapt or upgrade to industry 4.0, every corporation or organisation must undergo complex and time-consuming procedures to transit and incorporate in- dustry 4.0 concepts and strategies into their present methods and approaches. Industry 4.0 includes technology from various fields, necessitating substantial changes in re- search, manufacturing, logistics, and service activities (Jerman et al., 2019). According to (Joseph Jerome et al., 2022), Coupled with these interruptions, the current pandemic has tested all global supply systems. The capacity of a supply chain to recover to its original condition or shift to a new, more desired one after being disturbed is charac- terised as resilience. Firms that lack this resilience perform poorly in their operations and suffer financial implications (Vassakis et al., 2018). Technological advancement drives businesses to innovate in their everyday produc- tion, supply, value chains, and numerous operations, allowing them to adapt quickly to client requests (Panetto et al., 2019). As a result, businesses are being driven to use advanced analytic tools to "win with data," as well as digital and machine advances (Kloviene & Uosyte, 2019). According to (Rodríguez-Abitia & Bribiesca-Correa, 2021) the concept of digital transformation has gained traction in the recent decade. It differs from the previous concepts in that it not only attempts to quantify the extent to 98 http://www.i-jim.org Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… which an organisation can benefit from the use of IT, but it is also viewed as an evolu- tionary process in which IT becomes a fundamental component of its daily life, affect- ing all dimensions involving both people and the organisation itself (Lu et al., 2020). In addition, given that the growth of Industry 4.0 is defined as using high-tech gadgets and equipment, as well as the widespread use of Internet technologies, the actual job is to adapt the educational system to the needs of the stage of societal development (Kole- snichenko et al., 2019). Only gathered knowledge will contribute to the development of Industry 4.0 and its safe development under these conditions (Hwang et al., 2021). Table 5 below shows the authors’ details, articles’ citations, sub-classification details, segments and settings in which the research was conducted. Table 5. Authors, cited by sub-classification, segments, and settings Authors Sub-classification Segments Settings Vassakis et al., 2018 innovation and competi-tiveness enterprises and organisa- tions strategic business de- cisions Stachová et al., 2019 sustainability organisations, and educa-tional institutions Innovations Lu et al., 2020 Organisational innovation Carroll’s pyramid model SMEs Rodríguez-Abitia & Bribiesca-Correa, 2021 digital transformation model innovative products, ser- vices higher-education in- stitutions Kumar & Nayyar, 2020 smart factories key technologies innovation Jerman et al., 2019 crucial elements organisation and deter-mines management and leadership Joseph Jerome et al., 2022 pharmaceutical industry innovative organizational inertia Kolesnichenko et al., 2019 performance measurement system business environment and organisational processes technology Gajdzik & Wolniak, 2022 employee skills and compe-tencies creativity and innovative- ness steel mills. Zeebaree et al., 2020 digital connectivity accessible technological solutions human-machine communication Hwang et al., 2021 product realisation additive manufacturing design theory and design Kolesnichenko et al., 2019 “Knowledge economy” “Information–knowledge higher education However, while transitioning to Industry 4.0 is a long-term process, businesses must take a strategic approach to human resources and development. In this regard, intellec- tual capital and intellectual capital management have piqued the curiosity of numerous company management scholars (Stachová et al., 2019). According to (Akhtar et al., 2022), intellectual capital management is a notion that assures long-term competitive- ness while avoiding ad hoc measures that increase risks and expenses. Intellectual cap- ital is defined as knowledge and knowledge efforts that may be converted into value and provides a framework for showcasing attributes and potentials for long-term devel- opment. Also, Using Industry 4.0 in a firm aims to improve its innovativeness, among other things (Sikandar et al., 2022). An operator should have the necessary knowledge and skills, allowing for more incredible innovation and creativity. Steel firms must do iJIM ‒ Vol. 17, No. 09, 2023 99 Paper—The Impact of Industry 4.0 on Innovative Organisations, A Thematic Review Using the… this to expand and build competitive competition in the global market (Gajdzik & Wolniak, 2022). 5 Conclusion The current study objective was to investigate the impact of industry 4.0 on innova- tive organisations. Results suggested that changes in the global economy and market needs are forcing businesses to adopt technical breakthroughs made possible by digital transformation. In addition, findings indicate that it is considered that adequate re- sources, experienced and capable workers, and well-organized, adequately adaptable, and creative procedures are required. In addition, as the fluctuation and complexity of business environments and organisations themselves increase on an unprecedented scale in the age of Industry 4.0, tensions created because of those changes and the re- lated requirements translate to phenomenal effects or widely admired achievements in science, technology, economy, or society. According to the findings of (Ardito et al., 2019), the industry 4.0 vision, digitising firm processes may facilitate the integration of firm functions and supply chain members so that "the chain becomes a completely in- tegrated ecosystem that is fully transparent to all the players involved—from the sup- pliers of raw materials, components, and parts, to the transporters of those supplies and finished goods, and finally to the customers demanding. Furthermore, the impact of industry 4.0 transformation on human resource manage- ment needs for the business capabilities and skills. In addition, (Malatji et al., 2022) findings suggest that corporations may utilise HRM techniques to guarantee that indi- viduals with the necessary qualifications are employed and kept and to ensure that em- ployees are encouraged to behave by the company's plan. Also, HRM practises in the digital era must incorporate teleworking, promote employee engagement in achieving the aim of digital transformation, and incentivise a proper leadership style. On the other hand, the findings suggest that Technological advancement drives businesses to inno- vate in their everyday production, supply, value chains, and numerous operations, al- lowing them to adapt quickly to client requests. However, while transitioning to Indus- try 4.0 is a long-term process, businesses must take a strategic approach to human re- sources and development. 6 References [1] Adamik, A., & Nowicki, M. (2019). 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S., Aqel, M., Sattar, S., Qader, A. N., & Zebari, D. (2020). Impact of Innovation Technology in Enhancing Organizational Management Decision Support Sys- tems Classification in Industry View project impact of e-government implementation in kur- distan View project Abdulkhaleq Nader Qader Erbil polytechnic university Impact of Inno- vation Technology in Enhancing Organizational Management. Int. J Sup. Chain. Mgt, 9(5). https://www.researchgate.net/publication/354153439 7 Authors Ishamuddin Mustapha is with Malaysian Institute of Industrial Technology (MITEC), Universiti Kuala Lumpur, Kuala Lumpur, Malaysia. Masroor Ali is with Sukkur IBA University, Sukkur, Pakistan (email: mas- roor@iba-suk.edu.pk). Nohman Khan is with UniKL Business School Universiti Kuala Lumpur, Kuala Lumpur, Malaysia. Huma Sikandar is with Azman Hashim International Business School (AHIBS), Universiti Teknologi Malaysia (UTM), Johor Bahru, Malaysia (email: huma.sikan- dar@gmail.com). Article submitted 2023-01-19. Resubmitted 2023-03-05. Final acceptance 2023-03-09. Final version pub- lished as submitted by the authors. iJIM ‒ Vol. 17, No. 09, 2023 105 https://www.researchgate.net/publication/354153439 mailto:masroor@iba-suk.edu.pk mailto:masroor@iba-suk.edu.pk