Production environments are currently undergoing a transformation induced by the fourth industrial revolution , which adds complexity but also opportunities for sustainable manufacturing . In fact , production systems are transitioning to cyber - physical production systems ( CPPS ) , where the virtual and physical worlds converge ( Monostori , 2014 ) and the value of data is harnessed to achieve desired goals . However , as Tao et al . ( 2018 ) pointed out , the lack of convergence between the virtual and the physical worlds leads " to low level of efficiency , intelligence , sustainability in product design , manufacturing , and service phases " . Approaches , technologies and methods are therefore needed to reconcile these two worlds and support relevant strategic goals for the manufacturing industry , sustainability included . For this to happen , " soft aspects " at a company or corporate scale come into play when change is introduced in a system , such as competences and capabilities . In the 1990s , management scholars Teece and Pisano ( 2003 ) noted the time dimension of competences and capabilities , as they highlighted the importance of management capability to effectively adapt to changing environments by " re - configuring internal and external organisational skills and resources " . These components of responsiveness and adaptation are core parts of the sustainability management field . For example , Dangelico et al . ( 2017 ) built a framework for green product innovation in the manufacturing industry by using sustainabilityoriented dynamic capabilities as theoretical foundations , highlighting the value of a capability - based approach in the pursuit of sustainability - oriented changes .