organization

Frameworks for the Structural Integration of Artificial Intelligence

Frameworks for the Structural Integration of Artificial Intelligence

Comparing organizational approaches
Sascha Stowasser
Artificial intelligence is increasingly implemented in companies, but often without clear organizational anchoring. This article evaluates centralized, decentralized, hybrid, and project-based frameworks for the structural integration of artificial intelligence in corporate organizations. A decision table provides guidance for selecting suitable models. In the conclusion, further open research questions are posed.
Industry 4.0 Science | Volume 41 | 2025 | Edition 5 | Pages 144-151 | DOI 10.30844/I4SE.25.5.138
The Loop of Cognition

The Loop of Cognition

How “intelligence” is constellated on a silicon basis
Claus Riehle, Thorsten Pötter, Thomas Steckenreiter
In process engineering, one thinks of production operations that are controlled or regulated by sensors and actuators. And any realization of matter transformation is based on a physical substratum, which holds equally for living systems and their behaviour. The article distinguishes between three system levels: the functional level, the interface to the environment and the cognitive level of. Using these three levels, the learning cycle or the previous Cognitive Loop can be very well illustrated. If one compares with this way of distinction the Bio-Informatization of human intelligence with the technical development stages of mechanization, automation, regulation and deep learning, then the cybernetic-sociological term “operational closure” becomes understandable. It becomes obvious that in the context of a digitized culture of production and organization, we should be prepared for a new kind of cognitive loop based on silicon (SI), an intelligent system behavior via ...
Industrie 4.0 Management | Volume 36 | 2020 | Edition 2 | Pages 52-56 | DOI 10.30844/I40M_20-2_S52-56
Optimized Control and Planning With Digital Twins for Organizations

Optimized Control and Planning With Digital Twins for Organizations

Andreas Dangl
By definition, a digital twin is the “electronic image or mirror of a real or virtual object, e. g. a product or a logical organization”. This mirror image of an organization is useful for visibility and control, the feasible simulations, however, enable better planning und prediction. In fact, digital twin can be used for predictive maintenance, e. g. of trains or planes, and for security aspects. The digital twin of an organization (DTO) is already feasible by using an appropriate SaaS solution that builds a mirror image of an enterprise etc., establishes all processes and communication lines. It enables the management to simulate the benefits and risks of changes to the original, e. g. by creating a new business model.
Industrie 4.0 Management | Volume 35 | 2019 | Edition 5 | Pages 59-62
Digitization of German SMEs across Industries

Digitization of German SMEs across Industries

Why Companies Should Look Closely at Competencies
Henning Schöpper ORCID Icon, Sebastian Lodemann, Florian Dörries, Wolfgang Kersten ORCID Icon
Digitization has a considerable impact on companies and their business environment. With extensive digital pilot projects and digitization programs, large corporations show that they are increasingly internalizing the digital transformation. Small and medium-sized enterprises (SMEs), on the other hand, often have a need to catch up. In addition to the technical aspects of digital transformation, the human factor is playing an increasingly important role. With the help of a cross-sectional analysis of German SMEs, findings on digitization competence were derived and analyzed across industries. The term work 4.0 was divided into the dimensions of qualification, organization and leadership and these were considered as influencing factors. In individual industries, there are clear deficits in the area of digitization competence. It shows that these competences depend to a large extent on the dimensions of the work 4.0.
Industrie 4.0 Management | Volume 34 | 2018 | Edition 2 | Pages 38-42 | DOI 10.30844/I40M18-2_38-42
Sustainability as a Logistic Challenge: Potentials and Barriers

Sustainability as a Logistic Challenge: Potentials and Barriers

Potenziale und Barrieren
Wolf-Rüdiger Bretzke
The current discussion on sustainability lacks a firm foundation on a clear and unambiguous definition of this pivotal concept. This impedes a concentrated discussion among scientists as well as politicians and managers on a subject-matter concerning the future of mankind. It gives room for hollow commitments of companies claiming publicly to be „green“. The article therefore starts by proposing a clear and unambiguous definition which can fill this gap. Based on this preliminary work the author argues that logistics cannot become sustainable if it remains in a position where it only has to ensure the demands of other departments’ means (especially those of marketing) thus neglecting fundamental interdependencies. Logisticians often claim systems thinking as the dominant perspective of their work. Based on a practical example the author shows that systems thinking can only work as a door opener to sustainability if it is applied to the company as a whole.
Industrie Management | Volume 27 | 2011 | Edition 6 | Pages 65-68
The Employed Entrepreneur – How Work life will develop after the post-industrial Revolution

The Employed Entrepreneur - How Work life will develop after the post-industrial Revolution

Das Arbeitsleben nach der post-industriellen Revolution
Dominik T. Matt
Growing competition, new technologies and global markets force companies to act in an increasingly fast and market-oriented way, leading inevitably to changes in organization and company culture. Rigid and function-oriented organizational structures will be substituted by flexible, project-oriented or even virtual organizations. Collaboration will change quickly according to the new requirements. Different people, whole enterprises or only parts of a company will be able to temporarily build virtual teams or companies, locally or within networks. Against the background of this fundamentally changing work environment, companies’ requirements regarding employees and the mechanisms of collaboration will substantially change. This paper gives a closer look at these new requirements and will highlight some possible future solution ideas.
Industrie Management | Volume 25 | 2009 | Edition 2 | Pages 33-35
Innovation is the Prerequisite of Growth

Innovation is the Prerequisite of Growth

Joachim Warschat, Dieter Spath, Peter Ohlhausen
This article tries to answer the question what implications innovation management will have on the future performance of companies. For this purpose a new approach has been developed that considers the time factor to be the determining element for the success of an innovation which also includes an invention. The developed model analyses the entire innovation process on several levels as well as the innovation performance and innovation capability of a company. This model permits to highlight critical elements within the company and the specific project, on the basis of existing data. This allows to give recommendations for optimisation and to evaluate modifications.
Industrie Management | Volume 22 | 2006 | Edition 5 | Pages 51-54