13/06/2026
Now we are getting closer to the actual problem.
From what you described, I don't think the core issue is automation.
Automation is merely exposing an older problem that already exists.
The real issue sounds like:
> Knowledge is not being effectively transferred from management and experienced employees to workers, resulting in resistance to change, inconsistent compliance, and difficulties in adopting new processes and technologies.
That is a very different research problem.
Look at the clues:
What management says
Workers resist.
Workers do not understand.
Workers do not follow procedures.
Workers leave after a few years.
New workers come in.
Knowledge is lost.
Notice that none of these complaints are actually about machines.
They are about people.
---
What theories might fit better?
1. Knowledge Management Theory
This was my first thought when I read your description.
The mill manager's complaint is essentially:
> "We know what should be done, but the knowledge is not reaching the workers."
Possible variables:
IV
Knowledge sharing
Training effectiveness
Management support
Communication quality
DV
Employee readiness for automation
Employee acceptance of automation
Process compliance
This is already DBA-worthy.
---
2. Organizational Change Theory
A classic problem in plantations and mills.
Management introduces:
New SOP
New machine
New software
New reporting system
Workers respond:
> "The old way works."
This is not technology resistance.
It is change resistance.
Possible variables:
IV
Change communication
Participation in decision making
Training
Leadership support
DV
Resistance to change
Readiness for change
---
3. UTAUT as Part of the Story
UTAUT may still fit.
But it should not be the entire study.
For example:
Knowledge Transfer → Performance Expectancy
Training Quality → Effort Expectancy
Supervisor Support → Facilitating Conditions
Then:
UTAUT Constructs → Intention to Use Automation
This is much stronger than a standard UTAUT model.
---
What catches my attention most
You said:
> "The worker is change every 5 years."
In Malaysian palm oil mills, turnover is often a hidden problem.
Experienced workers leave.
New workers arrive.
Management trains them.
Knowledge leaves again.
The cycle repeats.
That creates:
Safety issues
Productivity issues
Quality issues
Automation adoption issues
You may actually be looking at a knowledge retention problem.
---
If I were designing a DBA proposal
I would probably explore something like:
Title Option 1
"Factors Influencing Knowledge Transfer Effectiveness and Employee Readiness for Industry 4.0 Automation in Malaysian Palm Oil Mills."
IV
Training Effectiveness
Management Support
Communication Quality
Knowledge Sharing Culture
DV
Employee Readiness for Automation
---
Title Option 2
"The Effect of Knowledge Transfer Practices on Resistance to Industry 4.0 Automation among Palm Oil Mill Workers in Malaysia."
IV
Knowledge Transfer Practices
Mediator
Employee Understanding
DV
Resistance to Automation
---
Why I like this direction
It comes directly from the manager's pain point.
Many DBA candidates make a mistake:
> Company says A, but candidate studies B because the theory is easier.
You are hearing:
> "Knowledge transfer is difficult."
That statement alone can generate several publishable studies.
The automation part can remain as the context.
The real phenomenon may be:
Knowledge Transfer → Understanding → Acceptance → Automation Success
That chain feels much closer to what is actually happening inside the mill than a pure UTAUT model.
And from a DBA perspective, management can immediately act on the findings by improving training, communication, onboarding, mentoring, and knowledge-sharing systems rather than simply purchasing more technology.
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