{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,9]],"date-time":"2026-05-09T16:37:11Z","timestamp":1778344631174,"version":"3.51.4"},"reference-count":120,"publisher":"Emerald","issue":"5","license":[{"start":{"date-parts":[[2025,4,1]],"date-time":"2025-04-01T00:00:00Z","timestamp":1743465600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["IMDS"],"published-print":{"date-parts":[[2025,4,22]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>Smart manufacturing (SM), a key dimension of the Industry 4.0 paradigm, envisions the transformation of traditional production systems into autonomous, interconnected and data-driven networks. By leveraging advanced technologies, SM promises to enhance firms\u2019 competitiveness and operational efficiency. Despite its strategic relevance, many companies still struggle to achieve high levels of SM advancement. While the operations management literature has identified several technical and social factors crucial for SM advancement, there is little empirical evidence regarding the relevance of each factor in the SM path. Building on socio-technical systems theory, this study aims to understand the specific sequence in which firms need to deploy technical and social factors to advance in SM and whether specific combinations of factors enable firms to achieve higher levels of SM advancement.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>This study combines necessary condition analysis (NCA) and fuzzy-set qualitative comparative analysis (fsQCA) using survey data from 234 firms in the automotive component industry.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>The results of the NCA suggest that technical factors and social factors must be deployed in a specific sequence to advance in SM. Initial stages of SM adoption require a limited set of baseline factors, while advanced stages necessitate a broader array of factors. Additionally, the findings show that advancing in SM does not require firms to maximize the magnitude of every factor but rather to ensure a minimum presence of critical factors, indicating the existence of saturation effects. The outcomes of the fsQCA further reveal that certain factors, while not strictly necessary on their own, play a role within specific configurations, illustrating how the interplay of sequencing and tailored combinations drives successful SM advancement.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title><jats:p>Our study advances socio-technical systems theory and SM literature by reframing factor alignment as a dynamic and evolving process that adapts to varying operational and strategic priorities at different stages of SM advancement. By uncovering the technical and social factors critical for each stage, we provide a deeper understanding of how firms can navigate the SM complexities to achieve progress. Moreover, we enrich operations management research by demonstrating how enablers interact within broader systems and emphasizing the importance of tailoring strategies to context-specific requirements, moving beyond static frameworks to highlight stage-specific pathways that drive sustainable SM advancement.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>The findings offer practical guidance for manufacturing executives, detailing how to allocate resources strategically and adapt configurations to align with the unique requirements of their SM transformation, thereby facilitating a more streamlined and effective progression toward advanced SM capabilities.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This study is the first to provide empirical quantitative evidence on both the sequence in which firms need to deploy technical and social factors to reach higher stages of maturity in SM and the presence of specific configurations of factors that enable firms to achieve advanced levels of SM.<\/jats:p><\/jats:sec>","DOI":"10.1108\/imds-09-2024-0954","type":"journal-article","created":{"date-parts":[[2025,3,29]],"date-time":"2025-03-29T00:25:10Z","timestamp":1743207910000},"page":"1790-1821","source":"Crossref","is-referenced-by-count":3,"title":["Unraveling the path to smart manufacturing advancement: insights from necessary condition and fuzzy-set qualitative comparative analyses"],"prefix":"10.1108","volume":"125","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-6998-8147","authenticated-orcid":false,"given":"Francesco","family":"Arcidiacono","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"ORCID":"https:\/\/orcid.org\/0000-0003-1130-8759","authenticated-orcid":false,"given":"Matteo","family":"Podrecca","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Florian","family":"Schupp","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","published-online":{"date-parts":[[2025,4,1]]},"reference":[{"key":"key2025042207254712600_ref001","doi-asserted-by":"publisher","first-page":"32","DOI":"10.1051\/mfreview\/2022031","article-title":"Industry 4.0: a systematic review of legacy manufacturing system digital retrofitting","volume":"9","year":"2022","journal-title":"Manufacturing Review"},{"issue":"6","key":"key2025042207254712600_ref002","doi-asserted-by":"publisher","first-page":"849","DOI":"10.1108\/ijopm-01-2019-0095","article-title":"Internet of things adoption: a typology of projects","volume":"40","year":"2020","journal-title":"International Journal of Operations and Production Management"},{"issue":"3","key":"key2025042207254712600_ref003","doi-asserted-by":"publisher","first-page":"458","DOI":"10.1108\/jmtm-05-2023-0190","article-title":"Investigating the impact of smart manufacturing on firms' operational and financial performance","volume":"35","year":"2024","journal-title":"Journal of Manufacturing Technology Management"},{"issue":"6","key":"key2025042207254712600_ref004","doi-asserted-by":"publisher","first-page":"773","DOI":"10.1108\/ijopm-09-2021-0615","article-title":"The role of absorptive capacity in the adoption of smart manufacturing","volume":"42","year":"2022","journal-title":"International Journal of Operations and Production Management"},{"issue":"9","key":"key2025042207254712600_ref005","doi-asserted-by":"publisher","first-page":"1387","DOI":"10.1108\/ijopm-06-2022-0355","article-title":"Linking competitive priorities, smart manufacturing advancement and organizational microfoundations","volume":"43","year":"2023","journal-title":"International Journal of Operations and Production Management"},{"key":"key2025042207254712600_ref006","doi-asserted-by":"publisher","first-page":"87","DOI":"10.1016\/j.jbvi.2017.07.004","article-title":"No particular action needed? 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