A Strategic Organisational Perspective of Industry 4.0: A Conceptual Model

Top Chief: A Critical Assessment of a Cross-disciplinary Case Study as Common Intellectual Experience

Common intellectual experiences (CIEs) are one of the lesser-known modalities that have been identified as a high impact practice (HIP) in higher education. This mixed-methods study assesses the outcomes of a short-term CIE, which took the form of a multi-disciplinary, multi-classroom case study focused on Danny Meyer, CEO of Union Square Hospitality group (the titular Top Chief), and his handling of the challenges faced by the hospitality industry under the conditions of the global pandemic. The findings suggest that such CIEs can be effective in fostering integrative thinking both within and across curricula, though the benefits may not accrue equally across all student populations. The study has implications for how universities develop and diversify their HIP portfolios, how faculty implement CIEs in their classrooms, and how students develop their capabilities as wicked problem solvers.

Concept of High-Tech Enterprise Development Management in the Context of Digital Transformation

The purpose of this article is to check and identify management gaps that lead to the formation of digitalization problems in enterprises in the context of Industry 4.0 and to offer a conceptual approach to managing the development of high-tech enterprises in digital transformation. The paper substantiates the concept of digital transformation management in a high-tech enterprise based on interdependent adaptive systems for planning digital transformation processes, monitoring, and change management. The paper considers the idea of the Industry 4.0 concept and presents principal technologies and tools that contribute to the gradual transition to digital transformation. It is determined that digital transformation is a process of transition to digital business, which involves the use of digital technologies to change business processes in the company and provision of new opportunities for additional income and development prospects. A conceptual model of enterprise competitiveness formation in the process of digital transformation has been developed, which includes organizational and economical digital tools for sustainable development of high-tech enterprises and synergies from the organization of new forms of digital interaction. The proposed methodology for managing the development of high-tech enterprises in the context of digital transformation is based on the formation of an ecosystem model of decentralization in a single distributed digital space, based on interconnected adaptive systems of planning, monitoring, and change management, and, on the basis of modeling and forecasting of complex manufacturing and logistics processes of high-tech industries, it allows effective implementation of the innovative order portfolio in the short term and with limited opportunities while coordinating the priorities of the business strategy and strategy of digital transformation of high-tech enterprises.

Limb Prostheses: Industry 1.0 to 4.0: Perspectives on Technological Advances in Prosthetic Care

Technological advances from Industry 1.0 to 4.0, have exercised an increasing influence on prosthetic technology and practices. This paper explores the historical development of the sector within the greater context of industrial revolution. Over the course of the first and up the midpoint of the second industrial revolutions, Industry 1.0 and 2.0, the production and provision of prosthetic devices was an ad hoc process performed by a range of craftspeople. Historical events and technological innovation in the mid-part of Industry 2.0 created an inflection point resulting in the emergence of prosthetists who concentrated solely on hand crafting and fitting artificial limbs as a professional specialty. The third industrial revolution, Industry 3.0, began transforming prosthetic devices themselves. Static or body powered devices began to incorporate digital technology and myoelectric control options and hand carved wood sockets transitioned to laminated designs. Industry 4.0 continued digital advancements and augmenting them with data bases which to which machine learning (M/L) could be applied. This made it possible to use modeling software to better design various elements of prosthetic componentry in conjunction with new materials, additive manufacturing processes and mass customization capabilities. Digitization also began supporting clinical practices, allowing the development of clinical evaluation tools which were becoming a necessity as those paying for devices began requiring objective evidence that the prosthetic technology being paid for was clinically and functionally appropriate and cost effective. Two additional disruptive dynamics emerged. The first was the use of social media tools, allowing amputees to connect directly with engineers and tech developers and become participants in the prosthetic design process. The second was innovation in medical treatments, from diabetes treatments having the potential to reduce the number of lower limb amputations to Osseointegration techniques, which allow for the direct attachment of a prosthesis to a bone anchored implant. Both have the potential to impact prosthetic clinical and business models. Questions remains as to how current prosthetic clinical practitioners will respond and adapt as Industry 4.0 as it continues to shape the sector.