Bridging the Industry 4.0 intention-implementation gap through organizational implementation intentions: a grounded-theory approach

Abstract

Purpose This paper addresses the persistent intention-implementation gap in Industry 4.0 adoption by introducing the concept of Organisational Implementation Intentions (OIIs) and examining how OIIs and firms' technological capabilities jointly determine whether strategic intent converts into implementation, use, and outcomes. Design/methodology/approach Using a Straussian grounded-theory approach, we conducted 13 semi-structured interviews with senior managers and consultants in the Moroccan manufacturing sector. Findings Our analysis shows that intention alone is insufficient; organisations need comprehensive pre-actional planning that specifies responsibilities, timelines, scope, procedural steps and contingencies to translate intentions into reliable implementation. OIIs narrow the intention-implementation gap, but their effectiveness depends critically on firms' technological capabilities. When aligned, OIIs and technological capabilities produce operational, strategic, and financial benefits. Originality/value By applying the implementation-intention concept at the organisational level, the study offers a testable, processual framework explaining how organisations can bridge the intention-implementation gap in Industry 4.0 settings.