Global manufacturing value networks: assessing the critical roles of platform ecosystems and Industry 4.0

Das, Arindam and Dey, Sourav (2021) Global manufacturing value networks: assessing the critical roles of platform ecosystems and Industry 4.0. Journal of Manufacturing Technology Management (previously Integrated Manufacturing Systems), 32 (6). pp. 1290-1311. ISSN 1741-038X

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Abstract

Purpose – The purpose of this paper is to synthesize a manufacturing value network for digital multinationals that combines the global reach of multinationals, the power of platform business models and digitalization. Toward this, the authors assess the critical roles platform ecosystems, and Industry 4.0 play in resolving the key challenges associated with asset specificity, location specificity and information asymmetry, inherent in the conventional business models of manufacturing multinationals. Design/methodology/approach – The authors take an exploratory approach in reviewing industry literature and analyzing implementations of digital technologies in manufacturing and supply chain processes at four large manufacturing multinationals from diverse industry sectors, from electronics to packaged food production. The authors also identify how value-creation activities are relocated, and how players collaborate to create and capture value. Consequently, the authors abstract a framework for global value network of manufacturing multinationals. Findings – With changing definitions of industry, competition and organizations, the authors’ framework for manufacturing value network establishes the ways digitalization can be integrated in the global businesses of manufacturing multinationals, realizing the combinatorial effect of Industry 4.0 and platform ecosystems. The transformation redefines the ways multinationals have been leveraging their ownership-location�internalization (OLI) advantages. The authors recognize that the multinational orchestrator plays a critical role in creating shared goals for platform participants and governing the dynamics. In addition, the participants’ propensity to trust the platform and the perceived trustworthiness of the orchestrator shape the scope and boundaries of the platform. Originality/value – The authors raise critical questions about the role of multinational orchestrator and trust dimensions. In addition, the OLI-platform paradigm that incorporates the combinatorial effect of platform ecosystem and Industry 4.0 explains how multinationals create and capture value in new ways.

Item Type:	Article
Uncontrolled Keywords:	Digital transformation; OLI paradigm; Platform ecosystem; Value network;
Subjects:	General Management General Management > Globalization/ International Business
Divisions:	General Management and Enterpreneurship
Depositing User:	Mr. Muralidhara D
Date Deposited:	26 Oct 2021 15:24
Last Modified:	26 Oct 2021 15:25
URI:	http://tapmi.informaticsglobal.com/id/eprint/757

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