Research background and purpose Amidst escalating market volatility, manufacturers are increasingly leveraging Industry 4.0 technologies to enhance strategic agility. However, a nuanced understanding of their influence on core agility dimensions—strategic sensitivity, entrepreneurial dynamism, operational flexibility, and strategic leadership—remains limited. The purpose of the study is to evaluate how Industry 4.0 technologies support various aspects of strategic agility in manufacturing companies. Design/methodology/approach The study employs a qualitative methodology, involving in-depth interviews with 11 informants from three selected manufacturing industry sectors. Data analysis was conducted using research triangulation, thereby increasing the credibility. Findings The results indicate that Industry 4.0 technologies significantly support the strategic agility of companies, particularly in the areas of strategic sensitivity and strategic entrepreneurship by enabling faster identification and response to market changes and improving collaboration and innovation. Operational flexibility is also strongly enhanced by automation and improved data analytics, allowing companies to adapt more quickly to changing market demands. The impact of technologies on strategic leadership is less noticeable, as it still largely depends on human factors. Value added and limitations This study advances understanding of Industry 4.0's impact on strategic agility in manufacturing. The study expands existing theoretical frameworks by integrating concepts co-creating strategic agility, such as dynamic capabilities and the resource-based view, with the Industry 4.0 perspective. Additionally, it highlights the complementary role of human leadership in effectively deploying these technologies, offering a nuanced understanding of the interplay between technological innovation and strategic management. For practitioners, the study offers actionable insights into leveraging Industry 4.0 technologies to boost strategic agility. By understanding these dynamics, companies can optimize production processes, reduce errors, and sustain a competitive edge. Our study’s limitations include its focus on Polish manufacturing firms, potential biases from qualitative methods, and a narrow scope of technologies, highlighting the need for broader, quantitative research across industries and Industry 4.0 solutions like blockchain and quantum computing.
Sajdak et al. (Fri,) studied this question.