Organizing for Industry 4.0

The present paper is aimed to provide a theoretical framework for better understanding the relation between Industry 4.0 and organizing processes. The paper is based on a conceptual exploratory study and uses literature review to shed light to organizational strategies and configuration that may favourite the development of the so-called smart factory. Even though there are several articles and chapters on Industry 4.0, main works are focused on technology and operations. The analysis at meso-level of effective organizational strategies and practices seems to be still overlooked. This paper tries to feel this gap, trying to find out convergent elements between different organizational configurations, in order to highlight common strategies and practices. The findings of the exploratory study support the assumption that organizing and digital transformation associated with Industry 4.0 are entangled by a two-way relation: smart factory requires specific organizational strategies, model and practices. Moreover, organizational design impact of the level of digital readiness of firms and on the success of digital transformation. It is assumed that networked, flexible and semi-autonomous organizational systems that allow a certain degree of self-organization and internal/external networking seem to be more apt to face the challenge of industry 4.0. At the same time, it is possible to assume that there is not an “ideal” organizational form for Industry 4.0. The theoretical, methodological and practical implications of the main findings are discussed in the final part of the paper, and suggestions for future research are provided.