Periodic Reporting for period 3 - IN4ACT (Industry 4.0 impact on management practices and economics)
Período documentado: 2021-10-01 hasta 2023-12-31
Industry 4.0 (I4.0) is a systemic process that is bound to affect the entire range of business management practices and economics regardless of the industry in which firms are located as well as the social, regulatory, and institutional contexts in which they operate. The implementation of I4.0 will require sustained engagement with all key stakeholders. In other words, the realization of the potential of I4.0 is dependent on the reconfiguration of existing structures of production, civil society and public administration. Its societal manifestations involve paradigm shifts in labour, skillsets and employment, communication and entertainment practices. he implementation of Industry 4.0 will require higher education institutions to adapt and evolve. Academia will need to break down traditional silos and foster more interdisciplinary collaboration to keep pace with the complex interplay between technology, economics, and society.
The main objectives of the ERA Chair were:
1. Implement an ambitious research agenda on the impact of I4.0 on management practices and economics.
2. Drive changes at the KTU SEB related with research management and HR, especially to comply with the ERA priorities.
3. Improve and expand the SEB’s exploitation, dissemination, and communication capacities.
4. Develop networks and increase links with stakeholders, especially to increase participation in H2020.
With an ambitious research agenda focused Impact of Industry 4.0 on management practices and economics, the IN4ACT project brought together researchers from diverse backgrounds across the natural sciences, social sciences, humanities, and engineering. By taking an interdisciplinary approach, they were able to analyse Industry 4.0 through multiple lenses, looking beyond just manufacturing and production to also consider wider impacts on society, governance, and the environment. This has fostered extensive engagement across various stakeholders and enhanced the partnership network and led to international recognition of the KTU School of Economics and Business.
The main objectives of the ERA Chair were:
1. Implement an ambitious research agenda on the impact of I4.0 on management practices and economics.
2. Drive changes at the KTU SEB related with research management and HR, especially to comply with the ERA priorities.
3. Improve and expand the SEB’s exploitation, dissemination, and communication capacities.
4. Develop networks and increase links with stakeholders, especially to increase participation in H2020.
With an ambitious research agenda focused Impact of Industry 4.0 on management practices and economics, the IN4ACT project brought together researchers from diverse backgrounds across the natural sciences, social sciences, humanities, and engineering. By taking an interdisciplinary approach, they were able to analyse Industry 4.0 through multiple lenses, looking beyond just manufacturing and production to also consider wider impacts on society, governance, and the environment. This has fostered extensive engagement across various stakeholders and enhanced the partnership network and led to international recognition of the KTU School of Economics and Business.
Main outcomes:
-The IN4ACT team contributed on average about 46% of School AJG-2021 List Publications. It also produced on average 28 % of WoS and Scopus publications during the reporting period (2021-2023). The increase in the average H-Index of the School from 2.29 to 4.54. The School’s h-index rose on average 11% yearly during the reporting period (2021-2023). The IN4ACT team members h-index rose on average 29% yearly during the reporting period. Such results imply the benefits of the IN4ACT for the School in general and for the IN4ACT team members in particular. Co-authorship was encouraged, especially pairing young and senior researchers to help the former learn by being coached by the latter. On average each publication is coauthored by four researchers. Such co-authorship levels reveal collaborative research process and adequate embeddedness of IN4ACT team members in local and international research communities.
-ERA Chair holder and his team members have provided invaluable international experience and a mindset that extends beyond research activities to encompass research management, including the management of researchers and institutional affairs. With a focus on quality, internationalization, and the development of young researchers, as well as human resource management practices such as international hiring, employee adjustment, and onboarding, their contributions have been instrumental. This longstanding collaboration between the In4Act team members and other researchers and Principal Investigators within the School has significantly contributed to the overall development of the institution.
-Total reach of IN4ACT results for the different stakeholders (business, society, policy makers) only from published article in popular social media platforms achieved more than 37 mln. Online webinars and Paper Clinics seminars reached 684 participants and 4735 views. In4act members’ interviews with policy makers reached 2607 views online. On average, a post from Observatory reached PI-post impressions 6454, PR-post reach 5431, I-interest 108.
Engagement and clicks on social networks also grew significantly during the period: the number of followers on Facebook was 435, on LinkedIn 187. Clicks on Facebook posts increased from 3,399 to 24,799, on LinkedIn from 152 to 549, on Facebook from 1,511 to 5,811, and on LinkedIn from 5,799 to 5,729. IN4ACT's website traffic increased to 2842 visits per year due to the intensity of communication on social networks.
-Grow networks and increase links with stakeholders, especially to increase participation in Horizon 2020.
By end of the project IN4ACT team was participating as Horizon project proposals coordinator in 6 projects (4 more are in the process). In such a way the project was the ground to initiate and lead preparation of 10 research initiatives for Horizon program. In the last year of the project (one of the most active in terms of mobility after the pandemic), more than fifteen bilateral visits to international scientific conferences, proposal-writing workshops and working visits for scientific cooperation took place. Accordingly, more researchers have come to KTU for scientific collaboration strengthening, proposal writing workshops and conference sessions.
-The IN4ACT team contributed on average about 46% of School AJG-2021 List Publications. It also produced on average 28 % of WoS and Scopus publications during the reporting period (2021-2023). The increase in the average H-Index of the School from 2.29 to 4.54. The School’s h-index rose on average 11% yearly during the reporting period (2021-2023). The IN4ACT team members h-index rose on average 29% yearly during the reporting period. Such results imply the benefits of the IN4ACT for the School in general and for the IN4ACT team members in particular. Co-authorship was encouraged, especially pairing young and senior researchers to help the former learn by being coached by the latter. On average each publication is coauthored by four researchers. Such co-authorship levels reveal collaborative research process and adequate embeddedness of IN4ACT team members in local and international research communities.
-ERA Chair holder and his team members have provided invaluable international experience and a mindset that extends beyond research activities to encompass research management, including the management of researchers and institutional affairs. With a focus on quality, internationalization, and the development of young researchers, as well as human resource management practices such as international hiring, employee adjustment, and onboarding, their contributions have been instrumental. This longstanding collaboration between the In4Act team members and other researchers and Principal Investigators within the School has significantly contributed to the overall development of the institution.
-Total reach of IN4ACT results for the different stakeholders (business, society, policy makers) only from published article in popular social media platforms achieved more than 37 mln. Online webinars and Paper Clinics seminars reached 684 participants and 4735 views. In4act members’ interviews with policy makers reached 2607 views online. On average, a post from Observatory reached PI-post impressions 6454, PR-post reach 5431, I-interest 108.
Engagement and clicks on social networks also grew significantly during the period: the number of followers on Facebook was 435, on LinkedIn 187. Clicks on Facebook posts increased from 3,399 to 24,799, on LinkedIn from 152 to 549, on Facebook from 1,511 to 5,811, and on LinkedIn from 5,799 to 5,729. IN4ACT's website traffic increased to 2842 visits per year due to the intensity of communication on social networks.
-Grow networks and increase links with stakeholders, especially to increase participation in Horizon 2020.
By end of the project IN4ACT team was participating as Horizon project proposals coordinator in 6 projects (4 more are in the process). In such a way the project was the ground to initiate and lead preparation of 10 research initiatives for Horizon program. In the last year of the project (one of the most active in terms of mobility after the pandemic), more than fifteen bilateral visits to international scientific conferences, proposal-writing workshops and working visits for scientific cooperation took place. Accordingly, more researchers have come to KTU for scientific collaboration strengthening, proposal writing workshops and conference sessions.
Application of the principles and requirements of the Code of Conduct for ERACHAIR holder and his team members recruitment allowed to adjust the human resource management policies according to international standards and practices. This had an impact on attractiveness of the school as international research institution.
The evidence of impact of increased the scientific excellence and reputation of the KTU School of Economics and Business is a shift of H-Index from 2.29 to 4.54. There were two most important drivers research strategy with a 5-year roadmap of SMART objectives which was integrated into the school’s strategy and development of technical and transversal skills of team ERACHAIR team members during all project time.
School’s visibility has increased due to active communication of the project activities and results. 4 new brands were developed; 4 platforms for cooperation with business were launched; 3 educational initiatives were implemented; 1 Industry 4.0 related institution was founded.
Since the beginning of the project calculated School’s average annual growth of this kind projects budget for the consecutive period was substantial. Growing networks and increased links with stakeholders, especially to increase participation in Horizon 2020. In such a way the project was the ground to initiate and lead preparation of 10 research initiatives for Horizon program.
Participation of ERACHAIR holder and his team in national and university level initiatives such as Lithuania 2050 strategy, knowledge transfer to educational projects, adoption of Berkeley Innovation forum to European context shows the greater socio-economic impact of the KTU School of Economics and Business.
The evidence of impact of increased the scientific excellence and reputation of the KTU School of Economics and Business is a shift of H-Index from 2.29 to 4.54. There were two most important drivers research strategy with a 5-year roadmap of SMART objectives which was integrated into the school’s strategy and development of technical and transversal skills of team ERACHAIR team members during all project time.
School’s visibility has increased due to active communication of the project activities and results. 4 new brands were developed; 4 platforms for cooperation with business were launched; 3 educational initiatives were implemented; 1 Industry 4.0 related institution was founded.
Since the beginning of the project calculated School’s average annual growth of this kind projects budget for the consecutive period was substantial. Growing networks and increased links with stakeholders, especially to increase participation in Horizon 2020. In such a way the project was the ground to initiate and lead preparation of 10 research initiatives for Horizon program.
Participation of ERACHAIR holder and his team in national and university level initiatives such as Lithuania 2050 strategy, knowledge transfer to educational projects, adoption of Berkeley Innovation forum to European context shows the greater socio-economic impact of the KTU School of Economics and Business.