Union leaders’ and managers’ perspectives on industry 4.0: a case from the Brazilian commercial vehicle sector
DOI:
https://doi.org/10.14488/BJOPM.2596.2026Keywords:
Industry 4.0, Industry 5.0, Worker, Digital Transformation, UnionAbstract
Purpose: This paper presents the perspectives of union leaders and managers from the Brazilian commercial vehicle sector, aiming to compare their views regarding Industry 4.0 implementation, especially its impacts on workers and organizations. This comparison may allow decision-makers to define the right strategy to successfully navigate digital transformation. Additionally, investigating how the industrial segment is adjusting to Industry 4.0 is relevant for acting efficiently in this new technological environment, as well as for establishing appropriate educational and social policies.
Methodology: The research procedure comprised three complementary steps: first, a Systematic Literature Review on I4.0, guided by PRISMA and supported by additional snowballing; second, the design of a qualitative case study based on Eisenhardt’s methodological approach; and third, field research using a semi-structured questionnaire. The case study was conducted in selected Brazilian commercial vehicle companies through semi-structured interviews with union leaders and managers involved in Industry 4.0 implementation. The interview data were examined through content analysis to compare both perspectives.
Findings: The findings show that both union leaders and managers recognize workers as central to Industry 4.0 implementation, particularly regarding skills development, Human Resources actions, training, worker involvement, knowledge sharing, and organizational readiness. The SWOT analysis indicates important convergences between both perspectives, especially regarding Industry 4.0 benefits, employment risks, skills development, education partnerships, and the need for stronger worker participation. Knowledge sharing also emerged as a key challenge because the automation of routine tasks may lead to the loss of tacit knowledge.
Practical implications: This paper supports decision-makers, managers, unions, and Human Resources professionals involved in Industry 4.0 implementation by highlighting the importance of worker involvement, skills development, training, knowledge-sharing mechanisms, and retention strategies. The analyzed perspectives can complement organizational strategies and public policies aimed at supporting a more human-centered digital transformation.
Social Implications: This paper contributes to the literature on the impacts of Industry 4.0 on workers and organizations, especially in a context of reduced industrial activity and layoffs, while highlighting the importance of knowledge sharing to secure the sustainability of industrial performance during periods of economic instability.
Originality: This study contributes by empirically comparing union leaders’ and managers’ perspectives on Industry 4.0 implementation in the Brazilian commercial vehicle sector, thereby showing both sides of sociotechnical systems. Its originality lies in combining a Systematic Literature Review, qualitative case-study evidence, content analysis, and SWOT analysis to identify convergences and divergences regarding the human and organizational dimensions of digital transformation. The study also offers a practical learning model that can inform decision-making for Industry 4.0 implementation.
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Copyright (c) 2026 Giovanni Pessin Moschetto, Jorge Muniz Júnior, Fernando Ramalho Martins
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