Background: Changing market conditions and increasing competition drive companies to increase their collaboration along the supply chain. Technological innovations enable businesses to increase their integration tremendously. The fourth industrial revolution (Industry 4.0) enables the integration of information technology with industrial technology. The adoption of Industry 4.0 includes many complex technologies that come with challenges for many organizations. Previous research suggests that conventional manufacturing might have to be adjusted to Industry 4.0. Purpose: This thesis identifies and analyzes potential challenges of Industry 4.0 adoption for electronics manufacturers and machine manufacturers and analyzes how processes in manufacturing need to be adjusted to successfully implement Industry 4.0. The purpose of this thesis is to contribute to successful Industry 4.0 adoption in the manufacturing process and therefore to contribute to technological advancement. Method: This thesis conducts a multiple case study and gathers qualitative data by conducting semi-structured interviews. Findings & conclusion: Challenges identified for most companies are standardization, management support, skills and costs. Most companies face data and compatibility challenges. Some companies face the challenge of complexity, information security, scalability and network externalities. Companies with higher levels of maturity are less likely to face environmental challenges.Lean Management was identified as a prerequisite for Industry 4.0 adoption. The adoption of Industry 4.0 is likely to lead to a paperless factory. Furthermore, changes concerning the infrastructure are a main finding. Moreover, it was found that Industry 4.0 does not require major changes from conventional manufacturing processes.

創新帶來的影響，隨著二十一世紀的全球化潮流，開始衝擊世界各地，各國政府因應各式各樣的創新競爭、民主選舉與全球化潮流，為了政府績效與成果，我國在資通訊政策的發展，更注入諸多資源建置新計畫、新科技與新政策，藉以達成政府的設定願景目標。本研究透過政策創新過程來分析資通訊政策創新在行政體系內部的形成因素，探究我國E台灣到U台灣的資通訊發展之創新過程，透過次級資料分析與深度訪談的方式，從政策創新過程的三個階段：議程設定階段、採納說服階段與採納決策階段，分析各階段的影響因素，藉以探討資通訊政策創新過程，及此過程裡阻礙創新之問題。研究結果顯示我國資通訊政策創新乃透過多種管道得到創新資訊來源，諸如內部智庫幕僚、支援部會與外部專家學者、資通訊龍頭產業與國外顧問公司。議程設定主要來自於相關專業社群，諸如行政院科技顧問組與SRB會議的共識，以及科技政務委員的政治理念，並根據國內產業發展問題而觸發的政策創新議程。在說服階段，體系內部創新倡議者與外部支援管道彼此針對資通訊創新的理念與預算競和，篩選出可行的政策創新方案，決策階段則因資通訊政策的集權化現象，因此決策者本身的領導特質與對創新的支持、風險承擔，會對資通訊政策創新的產生影響。然而此創新過程裡，資通訊官僚組織的運作問題會發生官僚組織文化、創新疊床架屋、溝通協商費時、創新的民意基礎與管道薄弱以及之智庫團隊獨佔性等阻礙問題，甚至外部關鍵人士專業獨大、執政輪替與預算問題都會阻礙政策創新。蓋因創新過程之制度與專家社群對於創新形成的限制，建議政府在政策創新過程上，需有制度化的培育人才與建立創新倡議管道，且決策者需具備支持創新提案的心態。由於本研究屬於初探性研究，未來建議針對外部政策企業家、不同創新類型與各國資通訊創新過程等議題分析比較，加強我國政策創新過程的研究發現與經驗累積。

Depuis la première révolution industrielle, « l'innovation » a été mentionnée à de nombreuses reprises. Ce terme a souvent été associé à « l'innovation technologique ». Récemment, un nouveau type d’innovation, l’innovation managériale, ainsi que son processus d’adoption sont au coeur de l’attention. Dans de nombreuses études sur les innovations organisationnelles, l'innovation technologique reste un sujet dominant et il convient de sortir des limites des études d'innovation technologique. Récemment, des thèmes diversifiés sur les innovations managériales ont été étudiés, montrant l’attrait particulier des innovations managériales pour les chercheurs dans ce domaine. Les chercheurs dans ce domaine ont exploré avec soin les processus de l'innovation managériale, en particulier la génération, la diffusion et l'adoption (avec ou sans adaptation) de l'innovation managériale. Cependant, les études sur l'adoption de l'innovation managériale semblent être négligées. En outre, l'adaptation mutuelle entre les innovations managériale et les organisations adoptantes doit également être étudiée. De manière plus concrète, il est essentiel d’étudier la tension qui peut apparaître lors de l’introduction d’une innovation managériale dans une organisation ainsi que de la pression mutuelle entre l’innovation managériale et l’organisation lors du processus d’adoption. Néanmoins, les études empiriques sur cette question restent encore insuffisantes. Par conséquent, nous nous concentrons sur les processus d'adoption d'une innovation managériale et les tensions entre cette innovation managériale et son organisation d'accueil pendant le processus d'adoption. Chaque innovation managériale comprend une philosophie de gestion alors que chaque organisation concerne certaines représentations. Par conséquent, les tensions potentielles pendant le processus d'adoption peuvent être considérées comme l'harmonie imparfaite entre la philosophie de l'innovation managériale et les représentations dominantes au sein de l'organisation « hôte ». À partir de cela, trois sous-questions importantes se dégagent : (1) comment identifier la philosophie d'innovation managériale et les représentations organisationnelles, (2) comment expliquer leurs accords / désaccords de valeurs pendant le processus d'adoption et (3) comment éviter les désaccords potentiels qui pourraient interrompre ce processus. / Since the first industrial revolution, “innovation” has been mentioned in numerous occasions. This term has often been associated with "technological innovation". Recently, a new type of innovation, management innovation, and its adoption process have been at the heart of attention. In numerous studies on organizational innovations, technological innovation is still a dominant subject and there is a need to go outside the limit of technological innovation studies. Diversified topics on management innovations have been studied, showing a particular attraction of this subject for scholars in this field. Management innovation processes have carefully been explored, in particular the generation, diffusion and adoption processes (with or without adaptation). However, the studies on management innovation adoption seem to be neglected. In addition, the mutual adaptation between management innovations and adopting organizations also need to be studied. In a more concrete way, it is essential to study the tension that can appear when introducing a management innovation into an organization as well as the mutual pressure between them during the adoption process. Nonetheless, the empirical studies on this issue still remain deficient. Consequently, we focus on the adoption processes of a management innovation and the tensions between this management innovation and its adopting organization during the adoption process. Every management innovation comprises a management philosophy while every organization pertains to certain representations. Consequently, the potential tensions during the adoption process can be viewed as the imperfect harmony between the management innovation philosophy and the dominant representations within the “host” organization. Hence, three important sub-questions emerge: (1) how to identify the management innovation philosophy and the organizational representations, (2) how to explain their agreements/disagreements of values during the adoption process and (3) how to avoid potential disagreements that can interrupt this process.

Object of study: The innovation “Digital health care center” from a multi-level stakeholder’s perspective. Problem: A new technology era has opened up for new kind of innovations. Digital health care centers are a service that recently has been introduced on the Swedish market, which needs further investigation. To be able to better understand, explain and predict future behavior of an innovation the innovation could be theoretical conceptualized and classified. In the specific area of health care, new innovation should preferable be investigated in from a multilevel perspective, including different stakeholders opinions. One if the stakeholders are the customers. If new innovative products and services want to be successful, it required consumers to adopt the product or service, but relatively few studies have focused on the adoption of technology services among customers. Purpose: The purpose of this thesis is to gain a better understanding of the innovation “digital health care center” in Sweden. Research question: How can the innovation “digital health care center” be described through a stakeholder perspective? Method: The empirical data were collected through qualitative semi-structured interviews and a structured quantitative questionnaire. Conclusions: The innovation digital health care center can from a multi-level perspective be described as an innovation that contributes and have an impact on the market and the healthcare industry in many ways. The innovation could be described as a complement to traditional health care. The innovation has influences from different theoretical classes of innovation which means that the innovation cannot be categorized in a specific class. The innovation can be considered successful because it facilitates for the patient.. According to the stakeholder group potential patients, a majority of the respondents thinks that increased availability and time-efficiency would be facilitating factors and reasons for using the service. The innovation is described by the various stakeholders as contributing to a better society. The care becomes more productive, cost effective, more available, and in the broader perspective, the innovation contributes to increased digitalization of the healthcare sector as a whole. There are many new possible fields of application which in the healthcare industry which could develop the innovation further. Strengths and opportunities with the innovation can be considering outweighing weaknesses with the innovation and potential threats of the innovation.