I think you're identifying a subtle but important point. Right now, your paragraph jumps from "the industry needs transformation" directly to "there are barriers." Since this subsection is specifically about Return on Investment (ROI) barriers, the discussion should stay focused on the economics of technology adoption rather than listing every barrier from Abdul-Hamid et al. (2020).
Also, be careful with the anecdote:
"I heard a story about automation gone wrong because workers did not use it."
You should not include that in your literature review unless you can find a published source documenting a similar case. Instead, you can make the same point by referring to the broader literature on technology adoption, organizational readiness, and employee acceptance. That is academically defensible.
I would rewrite your subsection like this:
2.1.2.0 Return on Investment Barriers
done copy - rewrite
Why this version is stronger
Notice the flow:
General concept – ROI is a concern in digital transformation.
Evidence – Abdul-Hamid et al. (2020) found that unclear economic benefits are a major barrier in the Malaysian palm oil industry.
Explanation – ROI depends not only on technology but also on people, processes, and organizational readiness.
This leads naturally into your later sections on:
Organizational Factors
Individual Factors
Perceived Supervisor Support (PSS)
One suggestion
I would avoid saying:
"return on investment barriers"
A more academic heading would be:
2.1.2.1 Economic and Investment Barriers
2.1.2.1 Financial Barriers to Digital Transformation
2.1.2.1 Investment Uncertainty in Industry 4.0 Adoption
These headings signal that you're discussing the broader economic challenge, not just the accounting concept of ROI.
Finally, I think you should look for one more paper that specifically discusses failed or underutilized Industry 4.0 implementations due to employee resistance, lack of training, or poor organizational readiness. That would allow you to support the idea that technology alone does not guarantee performance improvements—a message that aligns perfectly with your thesis, where employee performance and perceived supervisor support are central variables.
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