See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/369369586

Quality Management, Value Creation and the Digital Economy

Book · March 2023

DOI: 10.4324/9781003404682

CITATIONS READS

15 915

3 authors:

Joanna Rosak-Szyrocka Justyna Żywiołek

Czestochowa University of Technology Czestochowa University of Technology
158 PUBLICATIONS 841 CITATIONS 72 PUBLICATIONS 580 CITATIONS

SEE PROFILE SEE PROFILE

Muhammad Shahbaz
Beijing Institute of Technology
623 PUBLICATIONS 50,474 CITATIONS

SEE PROFILE

All content following this page was uploaded by Joanna Rosak-Szyrocka on 08 June 2023.

The user has requested enhancement of the downloaded file.

Quality Management, Value
Creation, and the Digital Economy

In the conditions of the modern market economy, in which globalization and

competition are rife, quality is of great importance for determining a company’s
position in the market. The changing and complex economic reality is shaping new
market patterns while modern technologies influence purchasing decisions. This
book presents an effective and novel framework for creating value in Industry 4.0
conditions by building a smart enterprise model using quality management theories.
The book explores tools and platforms that can be utilized to contribute to the
creation of the ideal quality for demanding customers, using case studies from
international contributors. It proposes novel architectures that drive economically
viable production and services businesses, addressing unique Industry 4.0 and 5.0
solutions in Internet of Things (IoT) that involve the entire spectrum of analysis,
with a special focus on lean methodologies and cybersecurity.
This original book will be valuable reading for researchers and scholars in the
areas of quality management, manufacturing, production, and operations management.

Joanna Rosak-Szyrocka is Assistant Professor at the Częstochowa University

of Technology, Faculty of Management, Department of Production and Safety
Engineering, Poland.

Justyna Żywiołek is Assistant Professor at the Częstochowa University of

Technology, Faculty of Management, Department of Production and Safety
Engineering, Poland.

Muhammad Shahbaz is Professor of Economics at the Beijing Institute

of Technology, China, and Visiting Research Fellow at the University of
Cambridge, UK.
Routledge Advances in Production
and Operations Management

This series sets out to present a rich and varied collection of cutting-edge
research on production and operations management (POM), addressing key topics
and new areas of interest in order to define and enhance research in this important
field. Bringing together academic study on all aspects of planning, organizing and
supervising production, manufacturing or the provision of services, subject
areas will include, but are not limited to: operations research, product and process
design, manufacturing strategy, scheduling, quality management, logistics and
supply chain management. Highly specialised and industry-specific studies are
actively encouraged.

Real-time Simulation for Sustainable Production

Enhancing User Experience and Creating Business Value
Edited by Juhani Ukko, Minna Saunila, Janne Heikkinen, R. Scott Semken and
Aki Mikkola

Quality Management, Value Creation, and the Digital Economy

Edited by Joanna Rosak-Szyrocka, Justyna Żywiołek and Muhammad Shahbaz

For more information about this series, please visit: https://www.routledge.com/The-Routledge­

Philosophers/book-series/RAPOM
Quality Management, Value
Creation, and the Digital
Economy

Edited by Joanna Rosak-Szyrocka,

Justyna Żywiołek and Muhammad Shahbaz
First published 2024
by Routledge
4 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
605 Third Avenue, New York, NY 10158
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2024 selection and editorial matter, Joanna Rosak-Szyrocka, Justyna
Żywiołek and Muhammad Shahbaz individual chapters, the contributors
The right of Joanna Rosak-Szyrocka, Justyna Żywiołek and Muhammad
Shahbaz to be identified as the authors of the editorial material, and of the
authors for their individual chapters, has been asserted in accordance with
sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or
utilised in any form or by any electronic, mechanical, or other means, now
known or hereafter invented, including photocopying and recording, or in
any information storage or retrieval system, without permission in writing
from the publishers.
Trademark notice: Product or corporate names may be trademarks or
registered trademarks, and are used only for identification and explanation
without intent to infringe.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
ISBN: 978-1-032-51965-4 (hbk)
ISBN: 978-1-032-51969-2 (pbk)
ISBN: 978-1-003-40468-2 (ebk)
DOI: 10.4324/9781003404682
Typeset in Times New Roman
by Apex CoVantage, LLC
Contents

List of Contributors vii

Preface ix
Introduction x

1 The Phenomenon of Industry 5.0: Challenges, Trends in

Globalization Conditions 1
MAHMUDUL HASAN LASKAR

2 Advantages and Disadvantages of Industry 5.0 in the

Twenty-First Century 20
SIMONA BIGERNA, SILVIA MICHELI, AND PAOLO POLINORI

3 Industry 5.0’s role in achieving sustainability in multiple sectors 44

SUMANTA BHATTACHARYA

4 Client and Value in the Quality Management:

A Case of Society 5.0 56
ZAFARULLAH SAHITO, RAJA BAHAR KHAN SOOMRO, AND
ANNA-MARIE PELSER

5 Transformation Customers Needs in the Aspect of Client Value 82

ADITYA HALIM PERDANA KUSUMA PUTRA

6 Industry 4.0 on the Way to Companies’ Performance 99

NAVEED R. KHAN, MUHAMMAD RAHIES KHAN, AND
ARSALAN MUJAHID GHOURI

7 The Influence of Industry 4.0 on Client Value Added 121

RAVI KUMAR GUPTA AND UDIT MAHESHWARI
vi Contents

8 Quality Management for Assurance Value of the Customer in

Industry 4.0 Times 129
HANA ŠTVERKOVÁ AND MICHAL POHLUDKA

9 Good Management and Deploying New IT Tools in Industry

4.0 in the Value-Creating Direction 142
ELSHAN AHMADOV, ESRA SİPAHİ DÖNGÜL, AND SHAJARA UL-DURAR

10 The Ideal Quality in Industry 4.0 Model for the Company

and Its Meaning in the Client Value Perspective: A
Systematic Review 153
FARHAN MIRZA, SHAJARA UL-DURAR, AND ABDUL JABBAR

11 Quality and Value Management in Education in the

Digitalization Era 167
SHASHI KANT GUPTA AND JOANNA ROSAK-SZYROCKA

Index 181
Contributors

Mahmudul Hasan Laskar Assistant Professor, Department of Sociology, University

of Science and Technology, Meghalaya, India
Simona Bigerna Department of Economics, University of Perugia, Via A. Pascoli
20, 06100, Perugia, Italy, [email protected]
Silvia Micheli Department of Economics, University of Perugia, Via A. Pascoli
20, 06100, Perugia, Italy
Paolo Polinori Department of Economics, University of Perugia, Via A. Pascoli
20, 06100, Perugia, Italy
Sumanta Bhattacharya Research Scholar at MAKAUT Public–Foreign-Defence
Policy Analyst, CE, CHE, CCIO, MTech, MA, in Development Studies, LLB,
MA, in Security and Defence Law, DIA&D, DG&GS, PGDESD, MPI (Oxford
University)
Zafarullah Sahito Department of Education, Sukkur IBA University, Sukkur,
Sindh, Pakistan Faculty of Economic and Financial Sciences, North-West
University, South Africa
Raja Bahar Khan Soomro Department of Education, Sukkur IBA University,
Sukkur, Sindh, Pakistan
Anna-Marie Pelser Faculty of Economic and Financial Sciences, North-West
University, South Africa
Aditya Halim Perdana Kusuma Putra Assistant Professor, Faculty of Economics
and Business, Department of Marketing Management, Universitas Muslim
Indonesia, Indonesia
Naveed R. Khan UCSI University, Malaysia
Muhammad Rahies Khan Department of Management Studies, Bahria Business
School, Bahria University, Pakistan
Arsalan Mujahid Ghouri Universiti Pendidikan Sultan Idris, Malaysia
viii Contributors

Ravi Kumar Gupta Assistant Professor, Department of Humanities and Management

Science, Madan Mohan Malaviya University of Technology, Gorakhpur, India
Udit Maheshwari Research Assistant, Department of Humanities and Management
Science, Madan Mohan Malaviya University of Technology, Gorakhpur, India
Hana Štverková Senior Lecturer, Department of Business Administration, Faculty
of Economics, VSB-Technical University of Ostrava, Ostrava, Czech Republic;
and University of Johannesburg, School of Public Management, Governance &
Public Policy, Auckland 2006, Johannesburg, JAR
Michal Pohludka CEO, mikeVision, s.r.o., Prague, Czech Republic
Assoc. Prof. Elshan Ahmadov, The Academy of Public Administration under the
President of the Republic of Azerbaijan/Faculty of Administrative Sciences;
andVisiting Assoc. Prof. at the Azerbaijan State University of Economics, Baku/
Azerbaijan.
Assist. Prof. Esra SİPAHİ DÖNGÜL, Aksaray University, Faculty of Health
Sciences, Department of Social Work, Aksaray, Turkey
Shajara Ul-Durar, Associate Professor of Management and Leadership, University
of Sunderland, The School of Business, Edinburgh Building, Chester Road,
Sunderland, United Kingdom SR1 3SD
Farhan Mirza Lecturer, Business & Management, University of Management and
Technology, Sialkot campus, Malaysia
Abdul Jabbar Associate Professor, Data Strategy and Analytics, Deputy Direc­
tor of the MBA, School of Business, University of Leicester, Leicester, UK
LE1 7RH
Shashi Kant Gupta Ph.D. & Researcher, Integral University, Lucknow, UP, India
Preface

At least 40% of all businesses will die in the next 10 years . . .

if they don’t figure out how to change
their entire company to accommodate new technologies.
—Cisco Chairman, John Chambers

In the twenty-first century, we are dealing with a prosumer who is well-versed

in the goods and services associated with a particular brand and who shares this
knowledge with others. The function of the customer in interactions with manufac­
turers is now well understood. The formal system validation phase of this aware­
ness has given way to the real market and organizational expectations. In today’s
market, which is becoming more and more competitive, consumers anticipate con­
stant product/service improvement. From an enterprise’s perspective, it is crucial to
demonstrate that the firm is fulfilling its social responsibility and treating both its
internal and external clients—consumers and employees—in a fair and equitable
manner. This is in addition to achieving financial success. Because of this under­
standing, businesses now need to pay attention to consumer preferences, tastes, and
lifestyle changes.
The aim of the book is to present the issues related to Industry 5.0, which were
discussed, taking into account its threats, opportunities, and challenges in the era of
digitization, with particular emphasis on the client and his requirements. The book
also discusses the issue of quality 5.0 in creating value for the customer and how
Industry 4.0 shapes added value for the customer.
We hope that the readers will like the book because it was written with passion
and love for the value issue as well as quality management aspects.
Introduction

Quality is crucial in today’s market economy since it affects not only how a firm
is positioned on the market but also how it develops organizationally. Whether
pervasive digitization is gaining momentum and how dynamically e-Commerce
is developing will determine how drastically trade will alter. This unquestionably
influences the need to provide a customer experience that meets their individual
needs and helps to boost brand recognition and business competitiveness. The book
consists of 11 chapters. Chapter 1 looked at how various civilizations were dif­
ferentially impacted by Industry 5.0 as a worldwide phenomenon. The viability of
Industry 5.0’s adoption by Indian society is examined. This chapter made an at­
tempt to contribute to the Industry 5.0 framework’s sociological analysis of India’s
labor force. Through a review of the literature, Chapter 2 gives an analysis that
identifies both the benefits and drawbacks of Industry 5.0, which is important for
creating a society where sustainability and resilience are top priorities. Chapter 2
also provides an overview of the drawbacks that may occur, particularly in the near
term, ranging from challenges with business efficiency to labor concerns. Chap­
ter 3 analyzes how Industrial 5.0 will help many sectors achieve sustainability. In
Chapter 4, the link between “Society 5.0,” “client,” “value,” and “quality manage­
ment” is examined through the lens of “educational management and leadership”
in order to address the difficulties now facing higher education institutions (ELM).
Chapter 5 identifies which determinants are involved in shifting consumer behav­
ior. Chapter 6 discusses Industry 4.0 technologies and their fundamental concepts.
Chapter 7 analyzes the influence of Industry 4.0 on client value added. Chapter 8
aims to propose a process for quality management in the Industry 4.0 era to main­
tain customer value, based on literature background and research. Chapter 9 ana­
lyzes the role of digital technologies in management in a value-creating direction.
In Chapter 10, 18 main applications of Quality 4.0 in manufacturing were identi­
fied and studied, and several key aspects and enablers of Quality 4.0 for manufac­
turing were investigated. Chapter 11 investigates how professors and deans may
learn to use technology to evaluate their students effectively in the post-4.0 era.
1 The Phenomenon of Industry 5.0
Challenges, Trends in Globalization
Conditions

Mahmudul Hasan Laskar

1.1 Introduction
Globally industrial revolution now reached the advanced phase where industrial
production, market, business model, society, and consumer services are structurally
transformed. Technological advancement took a momentum shift in the industrial
strategy. Developed European nations took lead in this, and today others are adopt­
ing it as a model of transformation. In 2019, European Commission instituted a new
industry strategy, namely Industry 5.0 to offer an alternative model of development
(European Commission, 2021). It is structurally the continuation of the concept of
Industry 4.0. One focus area is integrating other aspects like environment, ecol­
ogy, society, and people besides technology into Industry 5.0. It has been a sub­
ject of debate for around 4 years and later took momentum trend because of the
European Commission’s proposed idea of the “Green Deal” or “Industry 5.0” or
“Green Industry.” It offered a plan for developing more human-centric, social and
environment-friendly innovation, research, and industrial policy (Banholzer, 2022).
Previous industrial strategy Industry 4.0 began in 2011, initiated by Germany but it
failed to impress the European Union and other developed economies because of its
overemphasis on AI or robot technology and less on human-centric technology. In­
dustry 5.0 recognized three main focus areas: sustainability, human-centric techno­
logical advancement, and resilient mechanism. It gives due emphasis to industrial
workers’ well-being and takes it as the core element of the process of production.
Industry 5.0 transformed many fields in developed countries such as corporate
systems, market networking, artificial intelligence-based work environment, digi­
tal supply chain, and healthcare and education. Today, living of people changed
along with the digitalization of the world. But there is an uneven impact of Industry
5.0 on the various regions of the world. Developed countries like European nations
and Western nations are more prominent in taking the advantage of Industry 5.0 be­
cause these societies are already attained the highest socio-economic development.
A developing country like India is much lagged in human-centric technological
transformation because of its socio-economic divide and imperfect physical infra­
structural transformation. Large sections of the workforce are yet to receive techni­
cal education, technical skill, and even a humane work environment. It is argued in
the paper that Indian society is not yet ready for Industry 5.0 because of extremely

DOI: 10.4324/9781003404682-1
2 Mahmudul Hasan Laskar

uneven technological impact, digital access, technical education, and skill. There is
even a lack of proper physical infrastructure though certain cities have emerged as
technologically smart. This chapter aims to examine how Industry 5.0 as a global
phenomenon has an uneven impact in different parts of the world. This chapter has
also focused on whether Industry 5.0 fits India’s situation and what challenges it
faces in the global situation as well as in India. It analyzed India’s labor market or
workforce in the context of Industry 5.0.

Methods: This chapter is part of an ongoing interpretive sociological research

on Industry 5.0 and its impact on Indian society. The present study employed
mainly quantitative data and qualitative analysis of the cases. The study used a
literature review and a case study among workers in Guwahati city of Assam
state, India. For the case studies, 50 workers were interviewed to understand
their overall work condition and their readiness for technical workplaces or
technology-driven work environments. These workers were chosen from sec­
tors like mining, construction, manual sweeping, and manual drain cleaning
based on snowball sampling.

1.2 Industry 5.0: A New Global Industrial Phenomenon

The concept of Industry 5.0 emanated from Industry 4.0, which installed new-age
industrialization at the beginning of the twenty-first century. In the year 2011, the
idea of Industry 4.0 developed in Germany to augment the high-tech industrial strat­
egy and as a future project for production, trade, and science. It mainly focused on
economic advancement with ecological protection or “green production” that will
develop green energy and eco-friendly industry. In 2013, Acatech (the German Acad­
emy of Engineering Sciences) offered recommendations for a research plan and ex­
ecution that highlighted the impact of the Internet of Things (IoT) on the organization
of production. This is the interplay of machines and human workers in production
and a trend toward the digitalization of manufacturing. Professor Klaus Schwab,
founder and executive chair of the World Economic Forum, described that Industry
4.0 is structurally different from the preceding concept of industrialization because
the advancement of technology was a priority. But Industry 4.0 mainly concentrates
on the innovative doctrine of sociability and sustainability. It emphasized digitaliza­
tion and AI-driven technologies to enhance the effective and resilient production
system. Industry 5.0 made the new idea that realized the importance of human and
society-centric research and innovation (European Commission, 2021, p. 8). Exten­
sion of the Industry 4.0 and attempts to integrate aspects other than technology under
Industry 5.0 has been a subject of debate for around four years. This debate has taken
momentum trend because of the European Commission’s approach “Green Deal”
or “Industry 5.0” or “Green Industry” for human-centric, social and environmental-
friendly innovation, research, and industrial policy (Banholzer, 2022, p. 8).
European Commission in 2019 introduced the “Green Deal” which was a seri­
ous commitment to making a climate-neutral European Union by 2050. Certain
 The Phenomenon of Industry 5.0 3

climate-neutral technologies such as electrification, green hydrogen, and biofuel

were developed, but it is realized that there is a need for reeducation of non-renewable
energy consumption. European Commission then started looking for adopting an
industrial strategy parallel “Green deal” (Renda & Schaus, 2021, p. 2). In 2020,
European Commission adopted an agenda “a new Industrial strategy for Europe,”
which focused on the notions of “green” and “digital.” European Commission has
the view that Industry 5.0 may lead the EU to achieve the goal of climate neutral­
ity by 2050. The European Commission sets the agenda to articulate and develop
indicators covering dimensions of economic, environmental, and governance for
Industry 5.0. This idea of Industry 5.0 aimed to achieve well-being (alternative
measures of GDP) resilience and sustainability (Renda, 2021, p. 137). European
Commission considers Industry 5.0 as a key medium of recognizing the role of in­
dustry in realizing societal goals (the primary focus of the production process is the
well-being of the industrial workers apart from employment and growth), resilient
prosperous system, and sustainability (production process takes into account the
boundaries of our planet) (European Commission, 2021, p. 14).
The European concept of Industry 5.0 (Green Deal) has the potential of re­
sponding to the question of how to find the social structural foundation of govern­
ance in the network society. Another concept of Society 5.0 was propounded by
Japanese Prime Minister Abe in 2016, who suggested that the combination of In­
dustry 4.0 and Society 5.0 could bring solutions to many problems of industrialized
countries (Banholzer, 2022, p. 9). The European Union commission even launched
plans to support other nations with financial assistance. Some of these initiatives
were Industrie 4.0 in Germany, Fabbrica Intelligence in Italy (focused on sustain­
ability, adaptive, intelligent, and high-performance manufacturing), Industrie du
future in France, and Production 2030 in Sweden. Industry 4.0, in its most recent
conceptual development, focused on the combination of information technology
and operational technology in the production process that eventually leads to smart
decision-making. So, Industry 4.0 means information and communication
technology-oriented transformation of the industry to deal with and optimize
various dimensions of the process of manufacturing and supply chain (Alexa,
Pislaru & Avasilcai, 2022). Industry 4.0 focused on the automation that has been
intimidating workers in the factory. It has many elements such as big data and
analytics, simulation, horizontal and vertical system integration, cybersecurity
and cyber-physical systems (CPS), cloud technologies, additive manufacturing,
autonomous and collaborative robotics, and augmented reality (Banholzer, 2022,
pp. 13–14). It was realized that there is a need for advancement in the industry
from Industry 4.0 to Industry 5.0 in terms of sustainability and reduction of waste.
The Directorate-General for Research and Innovation stated that after the deadliest
pandemic, Europe is looking for building a better economy and society and making
a vision plan of three vital elements, to protect, prepare, and transform. It is also
looking for a better plan to deal with the greatest challenge of humanity climate
change and biodiversity collapse (European Commission, 2021, p. 3). So Industry
4.0 with the objectives of automation and technical efficiency may not be suitable
to meet the said challenges (Banholzer, 2022, p. 16).
4 Mahmudul Hasan Laskar

Industry 5.0 is defined on the basis of wider purposes and scopes beyond the
system of production and services. The larger scope of the Industry 5.0 encom­
passes three key elements: human-centricity, sustainability, and resilience. Simply
profit-oriented framework has become irrelevant today. It is important to look into
environmental and societal costs and benefits instead of making a narrow focus
on profit. The industry as a medium of prosperity has to take into account social,
environmental, and societal factors. So, the notion of responsible innovation came
into being that implies the prosperity of all: investors, workers, consumers, society,
and the environment (European Commission, 2021, p. 13).
Industry 5.0 focused on a human-centric approach to industrial production and
prioritized the needs and well-being of the people involved instead of giving mere
emphasis on technology and increasing the efficiency of technology. It is more
important to what technology can do for humans not what humans can do with
technology. Instead of giving importance to industry workers to adopt the skills
of rapidly evolving technology, Industry 5.0 focuses on providing technology to
support the workers. This idea intends to maintain human–technology reciprocal
relations and does not want to intervene in the fundamental rights of workers like
the right to privacy, self-sufficiency, and human dignity. For maintaining the limit
in human-made development, sustainability is the ultimate necessity, which Indus­
try 5.0 has taken up as one objective. The prime idea of sustainability is to develop
a circular practice, reuse, re-purpose, and recycle natural resources to minimize
waste and environmental degradation. Sustainability refers to judicious consump­
tion of energy to reduce greenhouse emissions, abandon the activities of natural re­
source depletion and degradation, and most importantly ensure the needs of present
generations without jeopardizing the needs of future generations. Technologies
such as AI and additive manufacturing can optimize resource efficiency and reduce
waste. Industry 5.0 embraced the idea of resilience in industrial production which
implies a higher degree of robustness in production and preventive mechanism
in case of critical situations and crises. The present global world has been facing
geopolitical and natural crises, including the recent COVID-19 pandemic that led
to the fragility of industrial systems. So, there must be a sufficient resilient strategy
in production, business, and supply chain of basic needs of humans in the forms of
security and healthcare (European Commission, 2021, pp. 14–15).

Key Focus

Core principles and the key focus of the idea of Industry 5.0 can be grasped from
the following explanation (Figure 1.1.):

Industry 5.0 recognizes the potential of the industry to accomplish societal

goals apart from employment and growth; and recognizes the capability of
industry in sustainably making prosperous production system. It enables the
industry to see the well-being of the industrial worker and consider them the
core of the production process.
(European Commission, 2021, p. 14)
 The Phenomenon of Industry 5.0 5

Industry 4.0 Industry 5.0

Focused on enhancing efficiency Industrial framework and strategy of
through digital connectivity and combining competitiveness and
artificial intelligence sustainability that also realises its
Technological development
potential of being agent of transformation

objectives
Technological advancement for
Optimization of business model sustainability and resilience developed
developed, which means
minimization of costs and
minimization of profit for
shareholders Human-centric approach of technology
ensures empowerment of workers through
the use of digital devices
Absence of focus on negative
environmental, climate, and social Created transitional ways toward
impacts environmentally sustainable uses of
technology

Focus on industry's responsibility to their

whole value chains

Indicators developed to show for each

industrial ecosystem, the progress achieved
toward well-being, resilience, and overall
sustainability

Figure 1.1 Evolution of industrialization

Source: Banholzer, 2022, p. 22

Industry 5.0 is a future-oriented industrial strategy mainly focused on the regen-

erative industrial transformation that has inherent attributes of social and environ-
mental dimensions (Figure 1.2). For European Union, Industry 5.0 approach, a new
industrial strategy, addresses recent knowledge experiences from the COVID-19
pandemic and plans set to build up resilient mechanisms and secure human life and
livelihood in a sustainable manner. It has the aim of providing a more resilient system
to overcome future disasters and shocks and to integrate social and environmental
dimensions that Industry 4.0 overlooked (European Commission, 2021, p. 7).
Industry 5.0 identified six enabling technological developments (Table 1.1,
Banholzer, 2022, p. 23):

• Technologies of individualized human–machine interaction to integrate the

strength of humans and machines.
• Bio-inspired technologies and smart materials were developed to facilitate re-
sources with entrenched sensors and better features to be recyclable.
• Digital twin and simulation technologies to form whole systems.
6 Mahmudul Hasan Laskar

Human-
centric

Industry
5.0

Resilient Sustainable

Figure 1.2 Focus of Industry 5.0

Source: European Commission, 2021

Table 1.1 Industrial paradigm

Industrialization Industry 1.0 Industry 2.0 Industry 3.0 Industry 4.0 Industry 5.0

Workers Manual work Computer- Workers trained Same as 3.0 and Workers trained
assisted work for digital began pattern to work with
transformation of 5.0 augmented
technologies
Technology Age of Age of Age of Age of smart Age of cyber­
mechanization electrification Digitalization manufacturing physical
systems

Source: Crnjac Zizic et al., 2022, Energies

• Transmission of data, storage, and analysis technologies to deal with data and
system synergy.
• Artificial intelligence detects side effects in complex and dynamic systems that
lead to functional intelligence.
• Technologies for eco-friendly energy production, storage, and autonomy.
 The Phenomenon of Industry 5.0 7

1.3 Industry 5.0 and Global Trend of Transformation

Industry 5.0 has instituted transformation in various realms such as manufacturing,
healthcare, education, food, textile, and others. One of the major transformations
that brought about the new-age revolution is smart manufacturing. Industry 5.0
initiated an innovative production system by integrating machines and humans.
Now affords have been going on to establish collaboration among machines and
the innovative potential of the human workforce. The target is to make manufactur­
ing sustainable, so Industry 5.0 developed a system of recycling resources to avoid
environmental damage. It has taken away the repetitive work of humans. Smart
robots and systems have led to the highest upgradation of manufacturing shop
floors and supply chains (Adel, 2022, pp. 5–6). Industry 5.0 has also focused on
making smart hospitals through various creative applications. The smart hospital
ensures real-time capability. Remote monitoring system developed by Industry 5.0.
Under this new industrial strategy, machine learning (ML) has made use of medi­
cal imaging, natural language processing, and genetic data. The focus is on smart
technological intervention in the process of diagnosis, detection, and prediction
of diseases. Medical specialists are now embracing artificial intelligence technol­
ogy to measure various problems. It also led to the manufacturing of personalized
smart implant properties, medical devices, and tools. These technologies are very
useful for performing surgery (Adel, 2022, pp. 5–6). Another important area that
was transformed remarkably by Industry 5.0 is supply chain management. Robots
make it possible to establish a consistent and uninterrupted mechanism of the sup­
ply chain in the form of selecting raw materials and figuring out the personalization
and customization of the needs of consumers. Hyper-personalization is enabled by
human intelligence empowered by cognitive computing and intelligent automa­
tion. The technologies such as machine learning, robotic automation, and others
are serving employees to augment business skills and ensure the satisfaction of
customers. Industry 5.0 further developed a digital supply chain that provides cus­
tomization of the supply chain, customer satisfaction, an efficient organization of
business, and market limitations (Adel, 2022, pp. 6–7). Globally, Industry 5.0 has
brought smart transformation and advancement in terms of human-centric techno­
logical innovations, sustainable technological advancement, and resilient industrial
mechanisms. If this industrial strategy is adopted principally, workers will never
be replaced by technology and society will be secured from technological disaster.
Amr Adel (2022) stated that the enabling technologies related to Industry 5.0 are
cloud computing, blockchain, analytics of big data, IoT, and 6G networks (Adel,
2022, p. 6). These technologies fundamentally transformed the work environment,
production process, and market network.
Industry 5.0 redefined labor or workforce with a new narrative and concepts.
New narratives of Industry 5.0 describe labor or workforce as an investment posi­
tion instead of cost, which ensures the well-being of both company and workers.
The industry now focuses on investing in the skills, capabilities, and well-being
of the workers to accomplish goals. It replaced the old idea of equating labor
or worker as a mere cost of production. Industry 5.0 has the aim of creating an
8 Mahmudul Hasan Laskar

industrial system where technology serves people. Manufacturing technology must

meet the requirements of the workers instead of workers’ continuous adaptation
to ever-evolving technologies. To attain this working condition, workers need to
be part of the design and deployment of new industrial technologies like robotics
and AI (European Commission, 2021, p. 15). Industry 5.0 instituted the system
of collaborative robots that changed the idea of working humans and robots inde­
pendently promoted by Industry 4.0. Industry 5.0 aims to develop a system where
highly skilled humans and AI robots work together to generate personalized and
customized products. Humans and robots used to work individually and indepen­
dently in Industry 4.0. There was a clear demarcation of work between humans and
robots though they had a common station of work. But Industry 5.0 blurred this
demarcation, and its endeavor is that the intelligible skills of the human brain can
be accompanied by robots. In short, we can say collaborative robots or “cobots” are
a fundamental element of Industry 5.0 and smart factories. Cobots have ensured the
collaborative work of human–robot and robots may assist humans. User-friendly
cobots provide real-time technical assistance to humans and carry out unpleas­
ant and risky activities. Another real-time technology and data-driven innovation
instituted by Industry 5.0 are “Shop floor Trackers,” which can keep track of the
production process in real time. This is useful for the reduction of waste material
and mismanagement (Bhandurge & Bhide, 2021, pp. 2–3). Robots make the work­
place safer and ensure the simplest way of completing work. The worker can take
the help of AI and other smart technologies instead of going for specific training for
specialized tasks. AI-based technological tools help workers undertake specialized
tasks. Physically hard tasks are now carried out by mobile robots and exoskeletons.
Women can participate more in these tasks which were earlier limited to men due
to the requirement of physical strength. Digitalization further developed the system
of remote work that allows workers to perform their duty from distant locations
(European Commission, 2021, p. 17).
Industry 5.0 through an open global phenomenon is more suitable for developed
countries because they have already achieved technology-driven societal and eco­
nomic transformation. Societal development of these countries is well maintained
in terms of capability and access of people in the realms of education, work, skill,
living standard, the digital world, and the new smart society. India has a serious
problem of societal and economic divide in education, work, income, skill, and
digital access. The digital divide further augmented the grave problem. Human–
robot integration and interaction are emphasized in Industry 5.0, but India is yet
to develop human-centric technological adaptations in many sectors such as coal
mining, construction, agriculture, street sweeping, and drain cleaning. There is a
lack of technical skills among large sections of people in India because of low edu­
cational attainment. There are about 8% of graduates in India, out of which only
technical graduates have market demand in technical fields. So their skill enhance­
ment may be undertaken but workers who are in informal sectors cannot adopt the
technology and cannot even get the opportunity to skill themselves for upgrading
their status in growing industrial fields. This issue is discussed in the following
sections in detail.
 The Phenomenon of Industry 5.0 9

Though officially, it has not yet been adopted in India, a certain trend of trans­
formation was instituted as part of Industry 4.0. The major means of transforma­
tion is digitalization. Digitalization has fundamentally transformed the consumer
market. People’s digital presence is quite well but when it comes to education, job,
income, and business, digital access is still limited. The work environment in the
sectors such as mining, construction, and factory production is still vulnerable to
manual workers or informal workers. Fatal risks are associated with the nature of
work performed by manual workers or informal workers. Why there is yet to cre­
ate an environment of Industry 5.0? A critical analysis of the transformation trend
in India needs to be highlighted. Human–machine integration is the key focus but
here major sections of the human population are out of work. Sociologically speak­
ing, this transformation is one-sided and has caused advantages for developed na­
tions because they have already an educated and knowledgeable population as a
workforce. But in India, a small section of technical professionals and a large sec­
tion of informal workers constitute the workforce. Technical skilling is going on
for those who are technical graduates and already working in the fields of artificial
intelligence, robot technology, information communication, automation, digital
business, and the service industry. There is a very low improvement or upgradation
of the manual worker’s life situation. Questions arise if Industry 5.0 is adopted in
principle, whether it would be able to bring transformation in such a society with a
wide education gap, skill gap, and uneven economic conditions.

1.4 Is Indian Society Ready to Adopt Industry 5.0?

India is still in the transitional phase of adopting Industry 4.0. There is also the
question of whether India is ready to implement Industry 4.0. Since Industry 5.0
is the extension of Industry 4.0, we may look into India’s readiness for Indus­
try 4.0, which will provide a relevant assessment. The major nine technological
components that constituted the foundation of Industry 4.0 are autonomous robots,
big data, augmented reality (AR), additive manufacturing, cloud computing, cy­
bersecurity, IoT, system integration, and simulation. Industrial strategy augmented
the advancement of technology that created global connectivity smarter than ever
before among people, businesses, and the market. This trend is getting accelerated
over time (Grant Thornton, 2017). World Economic Forum (WEF) assessed the
Network readiness among all the countries and made an index based on the net­
work readiness of various countries. India’s position in the index and its compari­
son with developed and neighboring countries are highlighted here.
Network readiness is a key indicator of assessing a country’s performance in the
digital world (Figure 1.3). The world is growing toward a more networked system,
so a country must perform for a better economy and society. The network readiness
Index shows the performance of the countries in the digital world (Figure 1.4). It
measures whether countries possess the drivers essential for digital technologies
to meet up their potential and makes sure to what extent technologies affect the
economy and society. India’s rank in the Network Readiness Index has gone down
from 61 in 2013 to 91 in 2016 (World Economic Forum, 2016).
10 Mahmudul Hasan Laskar

Drivers

Infrastructure

Readiness Affordability

Skills
Environment
Individual

Usage Business

Government

Economic
Social

Impacts
Figure 1.3 Network readiness framework consists of drives and impacts
Source: Breene Keith (2016), World Economic Forum

It has been very clear from the report of the World Economic Forum that there
is a wide gap between developed and developing nations based on the digital econ­
omy. Developed countries such as the United States and Singapore which topped
the ranking are performing consistently well but developing countries like India
dropped in ranking over time. The readiness for Industry 4.0 and digital technolo­
gies varies from developed to developing nations (World Economic Forum, 2016).
According to Network Readiness Index 2021 by the Portulans Institute, India
ranks 67th out of the 130 economies included in the NRI (Table 1.2). The Index
model is very diverse and inclusive:
 The Phenomenon of Industry 5.0 11

Network Readiness
Index

Technology People Governance Impact

Access Individuals Trust Economy

Quality of
Content Business Regulation
life

Future Governments Inclusion

SDG
Technologies Contribution

Figure 1.4 Framework of network readiness index

Source: Portulans Institute, 2021

India’s network readiness in different domains is presented in Table 1.3. Data show
that India’s network readiness is the poorest in quality of life, individual life, SDG
contribution, and inclusion. There is a disparity in the access to the network or the
advantage of the digital world. India’s performance is very deplorable in this aspect.
Digital India policy was introduced by the Government of India to transform the
economic infrastructure, which is a way forward toward Industry 4.0. The Digital
India program has the objective of transforming India into a digitally empowered
society and knowledge economy. Eventually, it comes to the notice of sociological
discourse that there is a wide digital divide in India. The emergence of the digital
divide is large because of the prevalent socio-economic divide in India. The trend
of the digital divide in India at the time of globalizing Industry 5.0 is a serious is­
sue that needs to be critically analyzed through a sociological lens. The prevalent
socio-economic disparity is further reinforced by the digital divide in new India.
The digital divide is defined as inequalities between the digital haves and have-nots
in terms of their access to the internet and the ICTs. Different indicators are used
12 Mahmudul Hasan Laskar

Table 1.2 Ranking of selected countries in network readiness index

Network Readiness Index

Countries Global rank

Singapore 1
Finland 2
Sweden 3
Norway 4
United States 5
Netherlands 6
Switzerland 7
United Kingdom 8
Luxembourg 9
Japan 10
Hong Kong SAR 12
Korea, Rep 13
Canada 14
Germany 15
Malaysia 31
China 59
Thailand 62
Sri Lanka 63
India 91
Pakistan 110
Source: World Economic Forum, 2016

Table 1.3 India’s rankings by sub-pillar in network readiness index

Sub-pillar Rank

Economy 24
Access 40
Governments 46
Future Technologies 56
Content 63
Trust 70
Businesses 76
Regulation 84
Quality of Life 92
Individuals 93
SDG Contribution 95
Inclusion 99
Source: Portulans Institute, 2021

to measure the digital divide such as availability, affordability, and digital literacy.
Dimensions like usage and physical access can measure availability and afford-
ability. There is a grave digital divide in India in internet use and access to digital
infrastructure based on rural–urban, gender, caste, and age. According to ITU’s
 The Phenomenon of Industry 5.0 13

World Telecommunication/ICT indicators database, 43% of India’s total popula­

tion uses the internet. There also exists a gender gap in internet usage. Data show
that 58% male population uses the internet and 42% female population uses the
internet. According to the GSMA report, 79% adult male population and 67% adult
female population own a mobile phone in India (Chandola, 2022). Digitalization
has affected the employment scenario in India in both positive and negative ways.
Only 8.15% of Indians are graduates as per census 2011 (Census, 2011). India after
2011 saw a major shift in technological infrastructure and structure of the economy
because of the impact of Industry 4.0 and then recently Industry 5.0. Census data
showed a remarkable increase in technical graduates but still, the proportion is very
negligible in number in terms of workforce and making up of good human resources.
Presently, India is undergoing a major reformation of employment in formal as well
as informal sectors due to rapid globalization, technocratic marketplaces, and data­
based businesses. Digital transformation in the last decade affected employment on
a mass scale. There emerged many new employment opportunities with technical
skills. The new globalized advanced technological environment has transformed
organizational structures and operations. New technology-driven business models
emerged such as Byju’s, Ola, Swiggy, Oyo, Lenskart, CRED, Myntra, and numer­
ous others. It is now realized that a knowledge-driven human resource is required
to connect India with the global platform. The government has taken up many plans
and programs to reskill and upskill the people. The scientific community also has
been working on developing robotics, artificial intelligence, and machine learning
for adopting a global industrial strategy. Digitalization of the market and
technology-based network of consumer and goods market instituted a new consumer
society in India (Figure 1.5). Highly required education today in the industrial
organization is a technical qualification, skill, and experience. In India’s hiring
trend, high demand is there for Pharma & Healthcare, Engineering & manufacturing,
and energy sector. There is a high market value of engineering graduates because
of the growing IT sector, Internet business, automotive sector, and other industries.
Graduates have market value based on the condition of knowledge-oriented busi­
ness systems in industries. Transformation in work culture instituted by advanced
technological environment focused mainly on technical skills. Highly demanded
technical skills are Python programming, neural networks, cloud computing, supply
chain, and general statistics. Owing to the requirement for a technology-driven
business model and technological shift in company infrastructure, organizations are
now looking for skilled professionals. Automation of the supply chain has resulted
in increasing demand for knowledgeable and skilled workers in many industries.
Thus, for industries to sustain themselves, qualified professionals are recruiting the
most (India Skills Report, 2021).
But another crucial phenomenon that needs sociological attention is workers
in the informal sector and manual workers who are out of the technology-driven
organizational network and technically skilled workforce. The informal workforce
in India includes those working in private enterprises of individuals or households,
daily wage laborers, domestic helpers, and manual laborers in the formal sector
who work without any socio-economic security and benefits. India’s employment
14 Mahmudul Hasan Laskar

Digitalization in
India

People Societal and

Technological Economic
Trasformation Impact

AI, Manual and Social-

Smart Technically Inacpability of
Automation Informal economic
consumer skiled large
and Digital worker affluence of
society population
Service few

Figure 1.5 Digitalization and India’s way forward in Industry 5.0

Source: Result of field study, 2022

trend is largely informal. The total employed in India is 461.52 million, out of
which 415.23 million are in informal employment. So out of total employment,
90% of men and 92% of women are informally employed. The education of the
workers in the informal sector is very deplorable. Educational attainment is very
low among domestic laborers, street vendors, sweepers, and manual construction
workers. More than 60% of women and 35% of men among these workers have
dropped out of primary school (Raveendran & Vanek, 2020, pp. 2–3). It is stated
that Industry 4.0 implementation strategy needs a strong welfare state (Buhr, 2019,
p. 115). Social democratic welfare states like Nordic countries are better prepared in
taking on the challenge of Industry 4.0 than liberal, Mediterranean, post-socialist,
and conservative welfare states (Buhr, 2019, p. 116). Nordics have the policy
to focus more on the public sector and public services instead of dependency on
commercial interests (Buhr, 2019).
But welfarism in India is not able to ensure public services equitable and suf­
ficient for all. We can here propose Amartya Sen’s capability approach (Sen, 1999)
for uplifting the lower sections. People must have the capability in access to the
digital world, technical education, technical skills, and technology usage. The state
may adopt human-centric technological infrastructure to provide a safe work en­
vironment but educating people to equip them with the smart work system is even
more important. Networking, cloud computing, and digital business model have
been growing exponentially in India but are limited to a small urban populace.
Large rural populations, urban poor, and informal workers are still engaged in
physical labor, which is less productive and riskier.

Sociological Analysis of India’s Readiness for Industry 5.0

India has adopted digitalization that eventually led to industrial digitalization for
the smart organization of corporate. India showed great progress in industrial dig­
italization, particularly in the service sector. We see India’s noteworthy shift in
business, market network, and consumerism. It can be argued that the untimely
 The Phenomenon of Industry 5.0 15

adaptation of Industry 5.0 may lead to the alienation of manual and informal work­
ers. Indian society has to be ready with the equitable socio-technological condi­
tions required for Industry 5.0. The most essential part of the industry is the worker,
which has a major section in manual and informal work. Manual workers have
deplorable work conditions, education, skill, and quality of life. To understand the
phenomenon, a case study was conducted among the mining laborer, construction
workers, street sweepers, drain cleaners, and toilet cleaners from Assam, India.

Physical Work Condition

Physical work condition in mining site is extremely risky and vulnerable. Work­
ers go into the rat hole in the coal mine site located at various hill tracts of Assam.
Most of the coal mining sites are deep well-like platforms, which have many small
holes called “rat holes” inside the well. Laborers go deep into the well-like under­
ground platform and cut the coal with the axe and other tools. There is no machine
used in mining. Workers are fully engaged with physical strength to carry out this
work. Even they carry back coal buckets from deep down to the outside. They use
a certain rope-made stairway to climb down to the surface of the well. They often
face life risks due to fatal accidents and landslides inside the well. Apart from min­
ing workers, construction workers perform hard physical labor on the construction
sites though certain technological interventions make it easy. They shared that the
physical condition of their work is risky, unhealthy, and below standard. Working
hours are customized by the contractor of the work. Street sweepers’ drains and
toilet cleaners constitute another very distressed category, which hardly gets any at­
tention due to their unorganized work environment. Every city has these sections of
workers who perform degraded jobs yet are immensely significant. It is degraded
because they do all the dirty and unclean work of sweeping, and cleaning the drain,
roads, public places, and toilets physically without any technological intervention.
They are like outcasts with whom other does not maintain physical and social prox­
imity. They even live a very low living standard.

Wage of the workers: The wage of these aforementioned categories of workers is

usually fixed by the contractors. They receive wages mostly on weekly basis
except for some exceptions. Workers do not get any other social and economic
security and facilities. Their wage is not even sufficient to maintain basic needs
like food, shelter, and clothing. Education and health are beyond their capabil­
ity, so their access is limited.
Skill of the workers: They do not have any technical skills since their highest
education is primary (class VIII). Physical labor is their only asset, which they
use to earn a livelihood. These workers have not even received any skill train­
ing because of their low education, unawareness regarding technical work, and
lack of opportunities. They shared that all of their co-workers are engaged in
physical labor only. The whole day they work, so do not get any time to even
think about upskilling themselves. Sweepers and drain cleaners are most vul­
nerable in terms of health, income, and social status. These workers may be
16 Mahmudul Hasan Laskar

upskilled by incorporating robot and automation technologies for sweeping and

cleaning jobs. In Indian society, sweeping and cleaning jobs are considered so­
cially degraded and impure, so a societal stigma gets attached to the occupation.
Technology-driven work systems may end this age-old narrative and empower
workers toward a dignified profession.
Standard of living: Workers’ living standard is extremely poor. They live in urban
slums and labor colonies in their work sites. Workers are excluded from their
rights to privacy, dignity, education, proper health, and cultural setting. Their
struggle for morning toilet calls and drinking water proves the fact that poor
living standards. Workers live a life much different than mainstream society.
So technology and smart work are just beyond their imagination, so we can­
not expect a smart society by excluding a major section in grave distress and
vulnerability.
Digital access: These workers own smartphones, but internet use is limited. Their
internet consumption trend is mainly in watching films, videos, music, and other
entertainment content. They have awareness regarding Google pay and Pho­
nePe but are less comfortable in use. Another problem is a lack of sufficient
amount in their bank account. Their payment of wages is made in cash, and
it generally spends on daily expenditures, so nothing is left for saving. Their
children are out of digital education because they do not know about handling
online education; they lack the capability in accessing the internet all the time
and lack of capability in spending on digital education apps. The workers even
face problems of taking many health benefits from the government due to their
poor knowledge of digital processes.

1.5 Challenges of Industry 5.0

Industry 5.0 is obstructed by certain challenges, which may be technical, indus­
trial, and social. Industry 5.0 is no doubt a progressive future-oriented industrial
strategy, but it poses certain societal challenges particularly for developing so­
cieties. In India’s situation, we find diverse societal stumbling blocks for Indus­
try 5.0. Simply adopting Industry 5.0 is not sufficient rather enabling humans
for working with technology has to be initiated with utmost priority. Certain
technical challenges are discussed later and followed by a sociological analysis
of the challenges.
The challenges of Industry 5.0 also include (Adel, 2022, p. 9):

1. Technical skill and competency for the people: It is a great challenge in the era
of Industry 5.0 that people need to develop competency and skills for working
with advanced robots and smart machines. Present jobs require high technical
skills and efficiency in industrial robot programming and managing smart ma­
chines. The technical skill of the workers is a major issue that poses a challenge
for Industry 5.0.
2. Adoption of advanced technology is time taking for human workers: For hu­
man workers, adopting advanced technology is a huge challenge that needs time
 The Phenomenon of Industry 5.0 17

and enormous effort. Workers in Industry 5.0 now need to adopt personalized
software-connected factories, collaborative robotics, artificial intelligence, real-
time information, and the internet of things.
3. Investment required for advanced technologies: Advanced technologies of
Industry 5.0 is very expensive. Preparing a workforce by training workers in
advanced technologies further increases the cost. Companies are now facing a
challenge to upgrade their production by following Industry 5.0. So adoption of
Industry 5.0 is costly for companies and states as it requires smart machines and
a highly skilled workforce for better productivity and high efficiency.
4. Security Issue for Industry 5.0: Industry 5.0 faces a security challenge as it is
vital to develop trust in ecosystems. People face the issue of authentication in
devices. Moreover, business and market network should be more secure because
artificial intelligence and automation in Industry 5.0 pose threat to it. Industry
5.0 focuses on the applications of ICT systems, so chances of security disrup­
tions occur.

In India’s situation, the greatest challenges for Industry 5.0 are the technical skill
of the workforce, poor educational attainment of the population, physical infra­
structure, and the socio-economic divide. If there are only 8% of graduates in the
population, how can we expect automation and AI in the workplace? Around 90%
of the total workers are engaged in manual or informal work, so they are out of
technology-driven work systems. In this case, only a section of the workforce takes
up advantage of digitalization, automation, and technology-driven work systems.
Physical infrastructure like road connectivity between rural–urban areas, internet
connectivity, particularly in rural areas, rural healthcare network, and market net­
work between rural–urban and smart agricultural markets are yet to achieve the
milestone set for industrial society or Industry 3.0 and Industry 4.0. Computer,
internet, and digital literacy are still poor in India though certain improvements are
going on. Large sections of the village population are still illiterate about Google,
Gmail, Websites, Apps, and online businesses.

1.6 Conclusion
It can be concluded that India is not ready for Industry 5.0. Industry 4.0 is yet
to achieve by India inclusively. Globally, Industry 5.0 can be a leading indus­
trial strategy for a sustainable future for the earth. Human-centric technological
advancement like Cobot is a remarkable idea that has the potential of transforming
the work environment and human resource utilization. The digital business model
is another prospering field, which will surely pull greater numbers of people in
the process of market networking and entrepreneurship. It can be argued that In­
dustry 5.0 legitimizes the power of consumer society. India has grave issues such
as the social divide and the digital divide. Certain metro cities have emerged as
smart cities and hubs of AI, automation, cloud computing, and robotic technolo­
gies. Many regions are out of this technological advancement. Rural areas are most
backward in this process. The main issue in India is workforce utilization, skill,
18 Mahmudul Hasan Laskar

and efficiency. The workforce is mainly engaged in manual and informal jobs, so
they lack technical skills and efficiency. Socio-economic inclusion, digital inclu­
sion, higher educational attainment, and upskilling would work to empower society
toward Industry 5.0.

1.7. References
Adel, Amr (2022). Future of Industry 5.0 in Society: Human-centric Solutions, Challenges
and Prospective Research Areas. Journal of Cloud Computing: Advances, Systems and
Applications 11: 40. https://doi.org/10.1186/s13677-022-00314-5
Alexa, Lidia, Pislaru, Marius & Avasilcai, Silvia (2022). From Industry 4.0 to Indus­
try 5.0-An Overview of European Union Enterprises. In: A. Draghici and L. Ivascu
(eds.). Sustainability and Innovation in Manufacturing Enterprises. Advances in Sus­
tainability Science and Technology (pp. 221–231). Singapore: Springer. https://doi.
org/10.1007/978-981-16-7365-8_8
Banholzer, Volker M. (2022). From Industry 4.0 to Society 5.0 and Industry 5.0: Value- and
Mission-Oriented Policies: Technological and Social Innovations-Aspects of Systemic
Transformation (IKOM WP Vol. 3, No. 2/2022). Nurnberg: Technische Hochschule Nurn­
berg Georg Simon Ohm.
Bhandurge, Gauri Malhar & Bhide, Mrunmayi Shirish (2021). Industry 5.0: The Conver­
gence of AI and HI (Human Intelligence). Research Square. COEP: Government College
of Engineering. https://doi.org/10.21203/rs.3.rs-693806/v1
Breene, Keith (2016). What Is ‘Networked Readiness’ and Why Does It Matter?
World Economic Forum. https://www.weforum.org/agenda/2016/07/what-is-networked­
readiness-and-why-does-it-matter/
Buhr, Daniel (2019). Why Do Smart Factories Need Smart Welfare States? Perspectives
from Four European Countries and Regions. In: Bürkhardt et al. (eds.). Smart Factory
and Digitization (pp. 99–118). Germany: Nomos. doi:10.5771/9783845288093-99
Census India (2011). https://censusindia.gov.in/census.website/
Chandola, Basu (2022). Exploring India’s Digital Divide. Observer Research Foundation.
https://www.orfonline.org/expert-speak/exploring-indias-digital-divide
European Commission (2021) Industry 5.0 Towards a Sustainable, Human-centric and
Resilient European Industry. European Union. Brussels. https://doi.org/10.2777/308407
Grant Thornton (2017). India’s Readiness for Industry 4.0 a Focus on Automotive Sec­
tor. Confederation of Indian Industry. https://www.grantthornton.in/insights/articles/
indias-readiness-for-industry-4.0--a-focus-on-automotive-sector/
India Skills Report (2021). Wheebox Talent Assessments. Confederation of Indian Industry
(CII). https://wheebox.com/india-skills-report.htm
Portulans Institute (2022). Network Readiness Index 2021 India. https://networkreadi­
nessindex.org/
Raveendran, Govindan & Vanek, Joann (2020). Informal Workers in India: AStatistical Profile
(Statistical Brief No 24). 1–15. Women in Informal Employment: Globalizing and Organ­
izing. UK. https://www.wiego.org/publications/informal-workers-india-statistical-profile
Renda, Andrea (2021). The EU Industrial Strategy: Towards a Post-Growth Agenda? Inter-
economics 56: 133–138. https://doi.org/10.1007/s10272-021-0968-7
Renda, Andrea & Schaus, Malorie (2021). Towards a Resilient and Sustainable Post-
Pandemic Recovery. Brussels: CEPS Task Force on the New Industrial Strategy for
Europe. Centre for European Policy Studies (CEPS).
The Phenomenon of Industry 5.0
Adel, Amr (2022). Future of Industry 5.0 in Society: Human-centric Solutions, Challenges and
Prospective Research Areas. Journal of Cloud Computing: Advances, Systems and
Applications 11: 40. https://doi.org/10.1186/s13677-022-00314-5
Alexa, Lidia , Pislaru, Marius & Avasilcai, Silvia (2022). From Industry 4.0 to Industry 5.0-An
Overview of European Union Enterprises. In: A. Draghici and L. Ivascu (eds.). Sustainability and
Innovation in Manufacturing Enterprises. Advances in Sustainability Science and Technology
(pp. 221–231). Singapore: Springer. https://doi.org/10.1007/978-981-16-7365-8_8
Banholzer, Volker M. (2022). From Industry 4.0 to Society 5.0 and Industry 5.0: Value- and
Mission-Oriented Policies: Technological and Social Innovations-Aspects of Systemic
Transformation (IKOM WP Vol. 3, No. 2/2022). Nurnberg: Technische Hochschule Nurn-berg
Georg Simon Ohm.
Bhandurge, Gauri Malhar & Bhide, Mrunmayi Shirish (2021). Industry 5.0: The Convergence of
AI and HI (Human Intelligence). Research Square. COEP: Government College of Engineering .
https://doi.org/10.21203/rs.3.rs-693806/v1
Breene, Keith (2016). What Is ‘Networked Readiness’ and Why Does It Matter? World
Economic Forum. https://www.weforum.org/agenda/2016/07/what-is-networked-readiness-and-
why-does-it-matter/
Buhr, Daniel (2019). Why Do Smart Factories Need Smart Welfare States? Perspectives from
Four European Countries and Regions. In: Bürkhardt et al. (eds.). Smart Factory and
Digitization (pp. 99–118). Germany: Nomos. doi:10.5771/9783845288093-99
Census India (2011). https://censusindia.gov.in/census.website/
Chandola, Basu (2022). Exploring India's Digital Divide. Observer Research Foundation.
https://www.orfonline.org/expert-speak/exploring-indias-digital-divide
European Commission (2021) Industry 5.0 Towards a Sustainable, Human-centric and Resilient
European Industry. European Union. Brussels. https://doi.org/10.2777/308407
Grant Thornton (2017). India's Readiness for Industry 4.0 a Focus on Automotive Sector.
Confederation of Indian Industry. https://www.grantthornton.in/insights/articles/indias-readiness-
for-industry-4.0--a-focus-on-automotive-sector/
India Skills Report (2021). Wheebox Talent Assessments. Confederation of Indian Industry
(CII). https://wheebox.com/india-skills-report.htm
Portulans Institute (2022). Network Readiness Index 2021 India.
https://networkreadinessindex.org/
Raveendran, Govindan & Vanek, Joann (2020). Informal Workers in India: A Statistical Profile
(Statistical Brief No 24). 1–15. Women in Informal Employment: Globalizing and Organizing.
UK. https://www.wiego.org/publications/informal-workers-india-statistical-profile
Renda, Andrea (2021). The EU Industrial Strategy: Towards a Post-Growth Agenda? Inter-
economics 56: 133–138. https://doi.org/10.1007/s10272-021-0968-7
Renda, Andrea & Schaus, Malorie (2021). Towards a Resilient and Sustainable Post-Pandemic
Recovery. Brussels: CEPS Task Force on the New Industrial Strategy for Europe. Centre for
European Policy Studies (CEPS).
Sen, Amartya (1999). Development as Freedom. New York: Alfred A. Knopf.
World Economic Forum (2016). The Global Information Technology Report. Innovating in the
Digital Economy. https://www.weforum.org/reports/the-global-information-technology-report-
2016/
Zizic, M. C. , Mladineo, M. , Gjeldum, N. & Celent, L. (2022). From Industry 4.0 Towards
Industry 5.0: A Review and Analysis of Paradigm Shift for the People, Organization and
Technology. Energies 15(14): 2–20. https://doi.org/10.3390/en15145221

Advantages and Disadvantages of Industry 5.0 in the Twenty-First

Century
Akundi, A. , Euresti, D. , Luna, S. , Ankobiah, W. , Lopes, A. , Edinbarough, I. , 2022. State of
Industry 5.0—analysis and identification of current research trends. Applied System Innovation,
5(1), 27.
Alexa, L. , Pîslaru, M. , Avasilcăi, S. , 2022. From Industry 4.0 to Industry 5.0—an overview of
European Union enterprises. Sustainability and Innovation in Manufacturing Enterprises,
221–231.
Aquilani, B. , Piccarozzi, M. , Abbate, T. , Codini, A. , 2020. The role of open innovation and
value co-creation in the challenging transition from Industry 4.0 to society 5.0: Toward a
theoretical framework. Sustainability, 12(21), 8943.
Aslam, F. , Aimin, W. , Li, M. , Ur Rehman, K. , 2020. Innovation in the era of IoT and Industry
5.0: Absolute innovation management (AIM) framework. Information, 11(2), 124.
Bajic, B. , Rikalovic, A. , Suzic, N. , Piuri, V. , 2020. Industry 4.0 implementation challenges and
opportunities: A managerial perspective. IEEE Systems Journal, 15(1), 546–559.
Carayannis, E.G. , Campbell, D.F. , 2021. Democracy of climate and climate for democracy:
The evolution of quadruple and quintuple helix innovation systems. Journal of the Knowledge
Economy, 12(4), 2050–2082.
Carayannis, E.G. , Campbell, D.F. , Grigoroudis, E. , 2022. Helix trilogy: The triple, quadruple,
and quintuple innovation helices from a theory, policy, and practice set of perspectives. Journal
of the Knowledge Economy, 13(3), 2272–2301.
Carayannis, E.G. , Draper, J. , Bhaneja, B. , 2021. Towards fusion energy in the Industry 5.0
and Society 5.0 context: Call for a global commission for urgent action on fusion energy. Journal
of the Knowledge Economy, 12(4), 1891–1904.
Chen, X. , Eder, M.A. , Shihavuddin, A. , Zheng, D. , 2021. A human-cyber-physical system
toward intelligent wind turbine operation and maintenance. Sustainability, 13(2), 561.
Chergui, H. , Blanco, L. , Garrido, L.A. , Ramantas, K. , Kukliński, S. , Ksentini, A. , Verikoukis,
C. , 2021. Zero-touch AI-driven distributed management for energy-efficient 6G massive
network slicing. IEEE Network, 35(6), 43–49.
Choi, T.M. , Kumar, S. , Yue, X. , Chan, H.L. , 2022. Disruptive technologies and operations
management in the Industry 4.0 era and beyond. Production and Operations Management,
31(1), 9–31.
Cillo, V. , Gregori, G.L. , Daniele, L.M. , Caputo, F. , Bitbol-Saba, N. , 2021. Rethinking
companies’ culture through knowledge management lens during Industry 5.0 transition. Journal
of Knowledge Management, 26(10), 2485–2498.
Deguchi, A. , Hirai, C. , Matsuoka, H. , Nakano, T. , Oshima, K. , Tai, M. , Tani, S. , 2020. What
is society 5.0. Society, 5, 1–23.
Demir, K.A. , Döven, G. , Sezen, B. , 2019. Industry 5.0 and human-robot co-working. Procedia
Computer Science, 158, 688–695.
Deng, S. , Zhao, H. , Fang, W. , Yin, J. , Dustdar, S. , Zomaya, A.Y. , 2020. Edge intelligence:
The confluence of edge computing and artificial intelligence. IEEE Internet of Things Journal,
7(8), 7457–7469.
DeWit, A. , Shaw, R. , Djalante, R. , 2020. An integrated approach to sustainable development,
National Resilience, and COVID-19 responses: The case of Japan. International Journal of
Disaster Risk Reduction, 51, 101808.
Doyle Kent, M. , Kopacek, P. , 2021. Do we need synchronization of the human and robotics to
make Industry 5.0 a success story? In The International Symposium for Production Research
(pp. 302–311). Springer, Cham.
European Commission, Directorate-General for Research and Innovation , Breque, M. , De Nul,
L. , Petridis, A. , 2021. Industry 5.0: Towards a sustainable, human-centric and resilient
European industry. Publications Office of the European Union.
https://data.europa.eu/doi/10.2777/308407
European Commission, Directorate-General for Research and Innovation , Renda, A. ,
Schwaag Serger, S. , Tataj, D. , et al., 2022. Industry 5.0, a transformative vision for Europe:
governing systemic transformations towards a sustainable industry. Publications Office of the
European Union, https://data.europa.eu/doi/10.2777/17322
Fatima, Z. , Tanveer, M.H. , Zardari, S. , Naz, L.F. , Khadim, H. , Ahmed, N. , Tahir, M. , 2022.
Production plant and warehouse automation with IoT and Industry 5.0. Applied Sciences, 12(4),
2053.
Fraga-Lamas, P. , Lopes, S.I. , Fernández-Caramés, T.M. , 2021. Green IoT and edge AI as
key technological enablers for a sustainable digital transition towards a smart circular economy:
An Industry 5.0 use case. Sensors, 21(17), 5745.
Fukuda, K. , 2020. Science, technology and innovation ecosystem transformation toward
society 5.0. International Journal of Production Economics, 220, 107460.
Gladden, M.E. , 2019. Who will be the members of Society 5.0? Towards an anthropology of
technologically posthumanized future societies. Social Sciences, 8(5), 148.
Hazra, A. , Adhikari, M. , Amgoth, T. , Srirama, S.N. , 2021. Collaborative AI-enabled intelligent
partial service provisioning in green industrial fog networks. IEEE Internet of Things Journal,
10(4), doi:10.1109/JIOT.2021.3110910
Huang, S. , Wang, B. , Li, X. , Zheng, P. , Mourtzis, D. , Wang, L. , 2022. Industry 5.0 and
Society 5.0—comparison, complementation and co-evolution. Journal of Manufacturing
Systems, 64, 424–428.
Hysa, B. , Karasek, A. , Zdonek, I. , 2021. Social media usage by different generations as a tool
for sustainable tourism marketing in society 5.0 idea. Sustainability, 13(3), 1018.
Javaid, M. , Haleem, A. , 2020. Critical components of Industry 5.0 towards a successful
adoption in the field of manufacturing. Journal of Industrial Integration and Management, 5(3),
327–348.
Javaid, M. , Haleem, A. , Singh, R.P. , Haq, M.I.U. , Raina, A. , Suman, R. , 2020. Industry 5.0:
Potential applications in COVID-19. Journal of Industrial Integration and Management, 5(4),
507–530.
Konno, N. , Schillaci, C.E. , 2021. Intellectual capital in Society 5.0 by the lens of the knowledge
creation theory. Journal of Intellectual Capital, 22(3), 478–505.
Lu, Y. , Zheng, H. , Chand, S. , Xia, W. , Liu, Z. , Xu, X. , Lihui, W. , Zhaojun, Q. , Bao, J. , 2022.
Outlook on human-centric manufacturing towards Industry 5.0. Journal of Manufacturing
Systems, 62, 612–627.
Maddikunta, P.K.R. , Pham, Q.V. , Prabadevi, B. , Deepa, N. , Dev, K. , Gadekallu, T.R. ,
Rukhsana, R. , Liyanage, M. , 2022. Industry 5.0: A survey on enabling technologies and
potential applications. Journal of Industrial Information Integration, 26, 100257.
Margherita, E.G. , Braccini, A.M. , 2021. Managing Industry 4.0 automation for fair ethical
business development: A single case study. Technological Forecasting and Social Change,
172, 121048.
Martynov, V.V. , Shavaleeva, D.N. , Zaytseva, A.A. , 2019. Information technology as the basis
for transformation into a digital society and Industry 5.0. In 2019 International Conference
“Quality Management, Transport and Information Security, Information Technologies”
(IT&QM&IS) (pp. 539–543). IEEE.
Mavrodieva, A.V. , Shaw, R. , 2020. Disaster and climate change issues in Japan's Society
5.0—a discussion. Sustainability, 12(5), 1893.
Mehdiabadi, A. , Shahabi, V. , Shamsinejad, S. , Amiri, M. , Spulbar, C. , Birau, R. , 2022.
Investigating Industry 5.0 and its impact on the banking industry: Requirements, approaches
and communications. Applied Sciences, 12(10), 5126.
Melnyk, L. , Kubatko, O. , Dehtyarova, I. , Matsenko, O. , Rozhko, O. , 2019. The effect of
industrial revolutions on the transformation of social and economic systems. Problems and
Perspectives in Management, 17(4), 381–391.
Mohammadian, H.D. , 2020. IoT-Education technologies as solutions towards SMEs’
educational challenges and I4.0 readiness. In 2020 IEEE Global Engineering Education
Conference (EDUCON) (pp. 1674–1683). IEEE.
Mohammadian, H.D. , Mohammadian, F.D. , Assante, D. , 2020. IoT-education policies on
national and international level regarding best practices in German SMEs. In 2020 IEEE Global
Engineering Education Conference (EDUCON) (pp. 1848–1857). IEEE.
Nahavandi, S. , 2019. Industry 5.0—a human-centric solution. Sustainability, 11(16), 4371.
Narvaez Rojas, C. , Alomia Peñafiel, G.A. , Loaiza Buitrago, D.F. , Tavera Romero, C.A. , 2021.
Society 5.0: A Japanese concept for a superintelligent society. Sustainability, 13(12), 6567.
Orea-Giner, A. , Fuentes-Moraleda, L. , Villacé-Molinero, T. , Munoz-Mazón, A. , CaleroSanz, J.
, 2022. Does the implementation of robots in hotels influence the overall TripAdvisor rating? A
text mining analysis from the Industry 5.0 approach. Tourism Management, 93, 104586.
Pacana, A. , Siwiec, D. , Bednárová, L. , 2020. Method of choice: A fluorescent penetrant taking
into account sustainability criteria. Sustainability, 12(14), 5854.
Pandey, D. , Agrawal, M. , Pandey, J.S. , 2011. Carbon footprint: Current methods of
estimation. Environmental Monitoring and Assessment, 178(1), 135–160.
Pech, M. , Vrchota, J. , Bednář, J. , 2021. Predictive maintenance and intelligent sensors in
smart factory. Sensors, 21(4), 1470.
Pillai, S.G. , Haldorai, K. , Seo, W.S. , Kim, W.G. , 2021. COVID-19 and hospitality 5.0:
Redefining hospitality operations. International Journal of Hospitality Management, 94, 102869.
Potočan, V. , Mulej, M. , Nedelko, Z. , 2020. Society 5.0: Balancing of Industry 4.0, economic
advancement and social problems. Kybernetes, 50(3), 794–811.
Prassida, G.F. , Asfari, U. , 2022. A conceptual model for the acceptance of collaborative robots
in Industry 5.0. Procedia Computer Science, 197, 61–67.
Rahman, N.A.A. , Muda, J. , Mohammad, M.F. , Ahmad, M.F. , Rahim, S. , Fernando, M.V. ,
2019. Digitalization and leap frogging strategy among the supply chain member: Facing GIG
economy and why should logistics players care. International Journal of Supply Chain
Management, 8(2), 1042–1048.
Resende, C.H. , Geraldes, C.A. , Junior, F.R.L. , 2021. Decision models for supplier selection in
Industry 4.0 Era: A systematic literature review. Procedia Manufacturing, 55, 492–499.
Sanchez, A.G. , Smart, W.D. , 2021. A shared autonomy surface disinfection system using a
mobile manipulator robot. In 2021 IEEE International Symposium on Safety, Security, and
Rescue Robotics (SSRR) (pp. 176–183). IEEE.
Saraji, K.M. , Streimikiene, D. , Kyriakopoulos, G.L. , 2021. Fermatean fuzzy CRITICCOPRAS
method for evaluating the challenges to Industry 4.0 adoption for a sustainable digital
transformation. Sustainability, 13(17), 9577.
Shaw, R. , 2020. Thirty years of science, technology, and academia in disaster risk reduction
and emerging responsibilities. International Journal of Disaster Risk Science, 11(4), 414–425.
Sidek, S. , Khadri, N.A.M. , Hasbolah, H. , Yaziz, M.F.A. , Rosli, M.M. , Husain, N.M. , 2021.
Society 5.0: Green logistics consciousness in enlightening environmental and social
sustainability. In IOP Conference Series: Earth and Environmental Science (Vol. 842, No. 1, p.
012053). IOP Publishing.
Smids, J. , Nyholm, S. , Berkers, H. , 2020. Robots in the workplace: A threat to—or opportunity
for—meaningful work? Philosophy & Technology, 33(3), 503–522.
Sołtysik-Piorunkiewicz, A. , Zdonek, I. , 2021. How society 5.0 and Industry 4.0 ideas shape the
open data performance expectancy. Sustainability, 13(2), 917.
Tiseni, L. , Chiaradia, D. , Gabardi, M. , Solazzi, M. , Leonardis, D. , Frisoli, A. , 2021. UV-C
mobile robots with optimized path planning: Algorithm design and on-field measurements to
improve surface disinfection against SARS-CoV-2. IEEE Robotics & Automation Magazine,
28(1), 59–70.
Varjovi, A.E. , Babaie, S. , 2020. Green Internet of Things (GIoT): Vision, applications and
research challenges. Sustainable Computing: Informatics and Systems, 28, 100448.
Welfare, K.S. , Hallowell, M.R. , Shah, J.A. , Riek, L.D. , 2019. Consider the human work
experience when integrating robotics in the workplace. In 2019 14th ACM/IEEE international
conference on human-robot interaction (HRI) (pp. 75–84). IEEE.
Yavari, F. , Pilevari, N. , 2020. Industry revolutions development from Industry 1.0 to Industry
5.0 in manufacturing. Journal of Industrial Strategic Management, 5(2), 44–63.
Zengin, Y. , Naktiyok, S. , Kaygın, E. , Kavak, O. , Topçuoğlu, E. , 2021. An investigation upon
Industry 4.0 and Society 5.0 within the context of sustainable development goals. Sustainability,
13(5), 2682.
Zizic, M.C. , Mladineom M. , Gjeldum, N. , Celent, L. , 2022. From Industry 4.0 towards Industry
5.0: A review and analysis of paradigm shift for the people, organization and technology.
Energies, 15, 5221.

Industry 5.0's role in achieving sustainability in multiple sectors

Industrial 5.0: The new revolution, Digital Transformation, Industry 4.0, Nexus Integra.
https://nexusintegra.io/industry-5-0-the-new-revolution/
Toward a sustainable energy future for all: Directions for the World Bank Group's energy sector,
public disclosure authorized.
https://documents1.worldbank.org/curated/en/745601468160524040/pdf/Toward-a-sustainable-
energy-future-for-all-directions-for-the-World-Bank-Groups-energy-sector.pdf
Global Energy Review 2021, IEA. https://www.iea.org/reports/global-energy-review-2021
The SDG in Action, UNDP. https://www.undp.org/publications/sdgs-action
Ragazou K. ; Garefalakis A. ; Zafeirious E. ; Passes L. 2022, April. Agriculture 5.0: A new
strategic management mode for a cut cost and an energy efficient agriculture sector, Special
issue new challenges in energy and environment economics. MDPI.
Hrubovcak H. ; Vasavada U. ; Aldy J. E. 1999. Green technologies for a more sustainable
agriculture (Agriculture Information Bulletin No. 752). US Department of Agriculture.
Aslani F. ; Bagheri S. ; Julkapli, N. M. ; Juraimi A. S. ; Hashemi F. S. G. ; Baghdadi A. 2014.
Effects of engineered nanomaterials on plants growth: An overview. Scientific World Journal,
2014.
Goncalves S. Industry 5.0: Building a more sustainable human-centric and ethical industry.
Platform Blog.
McCord M. 2021, January. SDG 07: Affordable and clean energy, what exactly is a passive
house – and could it be the future of sustainable housing? World Economic Forum.
https://www.weforum.org/agenda/2021/01/passive-housing-sustainable-emissions-reduction/
Crawford M. 2017, May. The role of technology in the UN SDGs, part one. ADEC Innovations.
Jordan E. ; Jessica M. ; Hakeem H. M. ; Suryajaya T. ; Nugraha T. ; Listyorin N. T. 2016. A
review of nanotechnology application for seawater desalination process. Surya Octagon
Interdisciplinary Journal of Technology 1, no. 2: 155–179.
Schmaltz E. ; Melvin E. C. ; Diana Z. ; Gunady E. F. ; Rittschof D. ; Somarelli J. A. ; Virdin J. ;
Dunphy-Daly M. M. 2020. Plastic pollution solutions: Emerging technologies to prevent and
collect marine plastic pollution. Environment International, 144.
Narlu A. 2022, September. Industry 5.0: Are higher education stakeholders ready for
transformation. BW Education, Business World.

Client and Value in the Quality Management

Alfadala, A. , Morel, R. P. , & Spillane, J. P. (2021). Multilevel distributed leadership. Future
Alternatives for Educational Leadership, 79–92. https://doi.org/10.4324/9781003131496-9
Alm, K. , & Guttormsen, D. S. A. (2021). Enabling the voices of marginalized groups of people in
theoretical business ethics research. Journal of Business Ethics , 182, 303–320.
https://doi.org/10.1007/s10551-021-04973-3
Arsanam, P. , & Yousapronpaiboon, K. (2014). The relationship between service quality and
customer satisfaction of pharmacy departments in public hospitals. International Journal of
Innovation, Management and Technology, 5(4), 261–265.
https://doi.org/10.7763/IJIMT.2014.V5.524
Australian Human Rights Commission . (2021). Human rights and technology. https://tech.hu-
manrights.gov.au/sites/default/files/202105/AHRC_RightsTech_2021_Final_Report.pdf.
Badat, S. (2005). South Africa: Distance higher education policies for access, social equity,
quality, and social and economic responsiveness in a context of the diversity of provision.
Distance Education, 26(2), 183–204. https://doi.org/10.1080/01587910500168843
Barassi, V. (2019). Datafied citizens in the age of coerced digital participation. Sociological
Research Online, 24(3), 414–429.
Barnes, F. P. , & Murdin, L. (Eds.). (2001). Values and ethics in the practice of psychotherapy
and counselling. Buckingham: Open University.
Batavia, C. , & Nelson, M. N. (2017). For goodness sake! What is intrinsic value and why should
we care? Biological Conservation, 209, 366–376. https://doi.org/10.1016/j.biocon.2017.03.003
Baumgärtner, S. , Becker, C. , Frank, K. , Müller, B. , & Quaas, M. (2008). Relating the
philosophy and practice of ecological economics: The role of concepts, models, and case
studies in inter-and transdisciplinary sustainability research. Ecological Economics, 67(3),
384–393.
Beaudoin, M. (2016). Issues in distance education: A primer for higher education decision
makers. New Directions for Higher Education, 2016(173), 9–19.
https://doi.org/10.1002/he.20175
Berawi, M. A. (2019). Managing Nature 5.0 in industrial Revolution 4.0 and Society 5.0 era.
International Journal of Technology, 10(2), 222–225. https://doi.org/10.14716/ijtech.v10i2.3084
Bereskie, T. , Rodriguez, M. J. , & Sadiq, R. (2017). Drinking water management and
governance in Canada: An innovative Plan-Do-Check-Act (PDCA) framework for a safe drinking
water supply. Environmental Management, 60, 243–262. https://doi.org/10.1007/s00267-017-
0873-9
Bergin, A. E. (1980a). Psychotherapy and religious values. Journal of Consulting and Clinical
Psychology, 48(1), 95–105. https://doi.org/10.1037/0022-006X.48.1.95
Bergin, A. E. (1980b). Religious and humanistic values: A reply to Ellis and Walls. Journal of
Consulting and Clinical Psychology, 48(5), 642–645. https://doi.org/10.1037/0022-
006X.48.5.642
Bergin, A. E. (1985). Proposed values for guiding and evaluating counseling and
psychotherapy. Counseling and Values, 29, 99–116.
Besterfield, D. H. , Besterfield-Michna, C. , Besterfield, G. H. , Besterfield-Sacre, M. ,
Urdhwareshe, H. , & Urdhwareshe, R. (2012). Total quality management revised edition: For
Anna University (3rd ed.). Delhi: Pearson Education India.
Beutler, L. E. (1979). Values, beliefs, religion and the persuasive influence of psychotherapy.
Psychotherapy: Theory, Research and Practice, 16, 432–440.
Beutler, L. E. , & Bergan, J. (1991). Value change in counseling and psychotherapy: A search
for scientific credibility. Journal of Counseling Psychology, 38, 16–24.
Bilgiç, H. G. , & Tuzun, H. (2020). Issues and challenges with web-based distance education
programs in Turkish higher education institutes. Turkish Online Journal of Distance Education,
143–164. https://doi.org/10.17718/tojde.690385
Blackman, D. A. , Moon, K. , Harris, S. , & Sarre, S. D. (2014). Knowledge management,
context and public policy: Developing an analysis framework. In Handbook of research on
knowledge management. Glos: Edward Elgar Publishing.
Breakspear, S. (2017). Embracing Agile leadership for learning: How leaders can create impact
despite growing complexity. Australian Educational Leader, 39(3), 68–71.
Bristol, T. (2009). Issues in implementing online education in a developing country.
Encyclopedia of Distance Learning, Second Edition, 1287–1290. https://doi.org/10.4018/978-1-
60566-198-8.ch184
Broh, R. A. (1982). Managing quality for higher profits. New York: McGraw Hill.
Bui, T. D. , & Tseng, M. L. (2022). Understanding the barriers to sustainable solid waste
management in Society 5.0 under uncertainties: A novelty of socials and technical perspectives
on performance driving. Environmental Science and Pollution Research, 29(11), 16265–16293.
Bush, J. T. (2020). Win-win-lose? Sustainable HRM and the promotion of unsustainable
employee outcomes. Human Resource Management Review, 30(3), 100676.
https://doi.org/10.1016/j.hrmr.2018.11.004
Carayannis, E. G. , & Morawska-Jancelewicz, J. (2022). The futures of Europe: Society 5.0 and
Industry 5.0 as driving forces of future universities. Journal of the Knowledge Economy, 1–27.
Carroll, C. , & Booth, A. (2015). Quality assessment of qualitative evidence for systematic
review and synthesis: Is it meaningful, and if so, how should it be performed? Research
Synthesis Methods, 6, 149–154. https://doi.org/10.1002/jrsm.1128.
Childress, D. , Chimier, C. , Jones, C. , Page, E. , & Tournier, B. (2020). Change agents:
Emerging evidence on instructional leadership at the middle tier. Education Development Trust.
Cobbinah, P. B. (2015). Local attitudes towards natural resources management in rural Ghana.
Environmental Quality Management, 26(3), 423–436. https://doi.org/10.1108/MEQ-04-2014-
0061
Consoli, A. J. , Kim, B. S. K. , & Meyer, D. M. (2008). Counselors’ values profile: Implications for
counseling ethnic minority clients. Counseling and Values, 52, 181–197.
Cooke, F. L. , Dickmann, M. , & Parry, E. (2022). Building sustainable societies through human-
centred human resource management: Emerging issues and research opportunities. The
International Journal of Human Resource Management, 33(1), 1–15.
https://doi.org/10.1080/09585192.2021.2021732
Crosby, P. (1979). Quality is free. New York: McGraw Hill.
Crosby, P. (1996). Illusions about quality. Across the Board, 33(6), 37–41.
Cross, D. G. , & Khan, J. A. (1983). The values of three practitioner groups: Religious and moral
aspects. Counseling and Values, 28, 13–19.
Dahlgaard-Park, S. M. , Reyes, L. , & Chen, C. K. (2018). The evolution and convergence of
total quality management and management theories. Total Quality Management & Business
Excellence, 29(9–10), 1108–1128.
Dale, B. G. (1999). Managing quality (3rd ed.). Oxford: Blackwell Business.
D'Amato, D. , Rekola, M. , Li, N. , & Toppinen, A. , (2016). Monetary valuation of forest
ecosystem services in China: A literature review and identification of future research needs.
Ecological Economics, 121, 75–84. https://doi.org/10.1016/j.ecolecon.2015.11.009
Day, C. , Gu, Q. , & Sammons, P. (2016). The impact of leadership on student outcomes.
Educational Administration Quarterly, 52(2), 221–258.
https://doi.org/10.1177/0013161x15616863
De Groot, J. I. M. , & Steg, L. (2007). Value orientations to explain beliefs related to
environmental significant behaviour. Environmental Behaviour, 40(3).
https://doi.org/10.1177/0013916506297831
Deguchi, A. , Hirai, C. , Matsuoka, H. , Nakano, T. , Oshima, K. , Tai, M. , & Tani, S. (2020).
What is Society 5.0. Society , 5, 1–23.
Deleryd, M. , & Fundin, A. (2020). Towards societal satisfaction in a fifth generation of qual-
ity–the sustainability model. Total Quality Management & Business Excellence, 1–17.
Diaz, J. , & Hansz, J. A. (1997). How valuers use the value opinion of others. Journal of
Property Valuation and Investment, 15(3), 256–260.
Duncan, B. L. , & Reese, R. J. (2015). The Partners for Change Outcome Management System
(PCOMS) revisiting the client's frame of reference. Psychotherapy, 52(4), 391–401.
https://doi.org/10.1037/pst0000026
Ellis, A. (1980). Psychotherapy and atheistic values: A response to A. E. Bergin's “Psy-
chotherapy and religious values.” Journal of Consulting and Clinical Psychology, 48(5),
635–639. https://doi.org/10.1037/0022-006X.48.5.635
Esquivel-Sada, D. (2022). Responsible intellectual property rights? Untangling open-source
biotech adherence to intellectual property rights through DIYbio. Technology in Society, 102005.
Ezzani, M. D. , Brooks, M. C. , Yang, L. , & Bloom, A. (2021). Islamic school leadership and
social justice: An international review of the literature. International Journal of Leadership in
Education, 1–33.
Feeney, B. , Zuccarini, M. , Singh, T. , Aldewereld, H. , Marrone, S. , & Quille, K. (2022, July).
Developing a human centred AI masters: The good, the bad and the ugly. In ITiCSE '22:
Proceedings of the 27th ACM Conference on Innovation and Technology in Computer Science
Education, Vol. 2, pp. 660–661. https://doi.org/10.1145/3502717.3532120
Ferreira, C. M. , & Serpa, S. (2018). Society 5.0 and social development: Contributions to a
discussion. Management and Organizational Studies, 5(4), 26–31.
https://doi.org/10.5430/mos.v5n4p26
Fleishman, E. A. , & Peters, D. R. (1962). Interpersonal values, leadership attitudes and
managerial “success.” Personnel Psychology, 15(2), 127–143. https://doi.org/10.1111/j.1744-
6570.1962.tb01855.x
Fukuyama, M. (2018). Society 5.0: Aiming for a new human-centered society. Japan Spotlight,
27(5), 47–50.
Galetto, F. (1999) The golden integral quality approach: From management of quality to quality
of management. Total Quality Management & Business Excellence, 10(1), 17–35.
Gantz, S. D. , & Philpott, D. R. (2013). FISMA and the risk management framework: The new
practice of federal cyber security. Contingency Planning, 403–443. doi:10.1016/ b978-1-59-
749641-4.00015-1
Garvin, D. A. (1984). What does “product quality” mean? Sloan Management Review, 25–43.
Garvin, D. A. (1987). Competing on the eight dimensions of quality. Harvard Business Review,
65(6), 94–105.
Garvin, D. A. (1988). Managing quality—the strategic and competitive edge. New York: The
Free Press.
Gates, S. M. , Baird, M. D. , Master, B. K. , & Chavez-Herrerias, E. R. (2019). Principal
pipelines: A feasible, affordable, and effective way for districts to improve schools. Research
Report. RR-2666-WF. Santa Monica, CA: RAND Corporation.
Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Berkeley,
CA: University of California Press.
Giesbers, S. A. , Tournier, T. , Hendriks, L. , Hastings, R. P. , Jahoda, A. , & Embregts, P. J.
(2019). Measuring emotional support in family networks: Adapting the Family Network Method
for individuals with a mild intellectual disability. Journal of Applied Research in Intellectual
Disabilities, 32(1), 94–105.
Gladden, M. E. (2019). Who will be the members of Society 5.0? Towards an anthropology of
technologically post humanized future societies. Social Sciences, 8(5), 148.
Goede, M. (2020). Society 5.0; We and I. University of Governance, Think Tank 3.0, Singapore.
www.universityofgovernance.com/www.miguelgoede.com/
Gorddard, R. , Colloff, M. J. , Wise, R. M. , Ware, D. , & Dunlop, M. (2016). Values, rules and
knowledge: Adaptation as change in the decision context. Environmental Science & Policy, 57,
60–69.
Gray, J. (2018). Leadership-focused coaching: A research-based approach for supporting
aspiring leaders. International Journal of Educational Leadership Preparation, 13(1), 100–120.
Grigoryan, L. K. , Lebedeva, N. , & Breugelmans, S. M. (2018). A cross-cultural study of the
mediating role of implicit theories of innovativeness in the relationship between values and
attitudes toward innovation. Journal of Cross-cultural Psychology, 49(2), 336–352.
Hansen, J. (2006). Is the best practices movement consistent with the values of the counseling
profession? A critical analysis of best practices ideology. Counseling and Values, 50, 154–160.
Hassenstein, M. J. , & Vanella, P. (2022). Data quality—concepts and problems. Encyclopedia,
2, 498–510. https://doi.org/10.3390/encyclopedia2010032
Henriksen, R. , & Trusty, J. (2005). Ethics and values as major factors related to multicultural
aspects of counselor preparation. Counseling and Values, 49, 180–192.
Hysa, B. , Karasek, A. , & Zdonek, I. (2021). Social media usage by different generations as a
tool for sustainable tourism marketing in Society 5.0 idea. Sustainability, 13(3), 1018.
Ihemezie, E. J. , Nawrath, M. , Strau, L. , Stringer, L. C. , & Dallimer, M. (2021). The influence of
human values on attitudes and behaviours towards forest conservation. Journal of
Environmental Management, 292, 112857. https://doi.org/10.1016/j.jenvman.2021.112857
ISO 9000. (2005). Quality management systems: Fundamentals and vocabulary. Brussels,
Belgium: European Committee for Standardization.
Jensen, B. , Downing, P. , & Clark, A. (2017). Preparing to lead: Lessons in principal
development from high-performing education systems. National Center on Education and the
Economy.
Juran, J. M. (Ed.). (1988). Quality control handbook. New York: McGraw Hill.
Kaynak, H. (2003). The relationship between total quality management practices and their
effects on firm performance. Journal of Operations Management, 21(4), 405–435.
Kelly, T. A. (1990). The role of values in psychotherapy: A critical review of process and
outcome effects. Clinical Psychology Review, 10, 171–186.
Kember, D. (1989). An illustration, with case studies, of a linear-process model of drop-out from
distance education. Distance Education, 10(2), 196–211.
https://doi.org/10.1080/0158791890100205
Kesler, A. , Shamir-Inbal, T. , & Blau, I. (2022). Active learning by visual programming:
Pedagogical perspectives of instructivist and constructivist code teachers and their implications
on actual teaching strategies and students’ programming artifacts. Journal of Educational
Computing Research, 60(1), 28–55.
Kim, B. S. K. , Atkinson, D. R. , & Yang, P. H. (1999). The Asian values scale: Development,
factor analysis, validation, and reliability. Journal of Counseling Psychology, 46, 342–352.
Kim, H. , & Choi, B. (2013). The influence of customer experience quality on customers’
behavioral intentions. Services Marketing Quarterly, 34, 322–338.
https://doi.org/10.1080/15332969.2013.827068
Kogan, N. , & Wallach, M. A. (1961). Age changes in values and attitudes. Journal of
Gerontology, 16(3), 272–280. https://doi.org/10.1093/geronj/16.3.272
Konno, N. , & Schillaci, C. E. (2021). Intellectual capital in Society 5.0 by the lens of the
knowledge creation theory. Journal of Intellectual Capital, 22(3), 478–505.
https://doi.org/10.1108/JIC-02-2020-0060.
Krajewski, L. J. , Ritzman, L. P. , & Malhotra, M. K. (2013). Operations management: Processes
and supply chains. New York: Pearson.
Kusumawati, A. , & Rahayu, K. S. (2019). The effect of experience quality on customer
perceived value and customer satisfaction and its impact on customer loyalty. The TQM
Journal, 1754–2731. https://doi.org/10.1108/TQM-05–2019–0150,
Lambert, M. J. , & Shimokawa, K. (2011). Collecting client feedback. Psychotherapy, 48(1),
72–79. https://doi.org/10.1037/a0022238
Lambert, M. J. , & Shimokawa, K. (2016). Collecting client feedback. In A. E. Kazdin (Ed.),
Methodological issues and strategies in clinical research (pp. 361–372). Washington, DC:
American Psychological Association. https://doi.org/10.1037/14805-023
Lambert, M. J. , Whipple, J. L. , & Kleinstäuber, M. (2018). Collecting and delivering progress
feedback: A meta-analysis of routine outcome monitoring. Psychotherapy, 55(4), 520–537.
https://doi.org/10.1037/pst0000167
Lamer, W. (2018). UNESCO, world press Freedom Day and beyond: The marginal place of
press freedom at the UN. Press Freedom as an International Human Right, 45–70.
https://doi.org/10.1007/978-3-319-76508-2_3
Leaver, C. , Lemos, R. F. , & Scur, D. (2019). Measuring and explaining management in
schools: New approaches using public data (Policy Research Working Paper 9053). World
Bank.
Levy, D. , & Schuck, E. (1999). Academic papers: The influence of clients on valuations. Journal
of Property Investment & Finance, 17(4), 380–400.
Lewis, B. R. , & Mitchell, V. W. (1990). Defining and measuring the quality of customer service.
Marketing Intelligence & Planning, 8(6), 11–17. http://dx.doi.org/10.1108/EUM0000000001086
Loorbach, D. , & Rotmans, J. (2010). The practice of transition management: Examples and
lessons from four distinct cases. Futures, 42(3), 237–246.
Lundie, D. (2022). Individual liberty, mutual respect and tolerance. In School leadership
between community and the state (pp. 1–41). Cham: Palgrave Macmillan.
Lundkvist, R. , Meiling, J. H. , & Sandberg, M. (2014). A proactive plan-do-check-act approach
to defect management based on a Swedish construction project. Construction Management and
Economics, 32(11), 1051–1065. https://doi/org/10.1080/01446193.2014.966733
Ma, Y. , Zhang, Q. , & Yin, H. (2020). Environmental management and labor productivity: The
moderating role of quality management. Journal of Environmental Management, 255, 109795.
Maguad, B. A. (2006). The modern quality movement: Origins, development and trends. Total
Quality Management and Business Excellence, 17(2), 179–203.
Mahalik, J. R. (1995). Practitioners’ value-orientation: Examination of core values and influence
of theoretical orientation. Counseling and Values, 39, 228–239.
Manghani, K. (2011). Quality assurance: Importance of systems and standard operating
procedures. Perspectives in Clinical Research, 2(1), 34.
Matytsin, D. E. , & Rusakova, E. P. (2021). Strategy of quality management in Industry 4.0 and
formation of cognitive economy based on industrial and manufacturing engineering in the
Russian Federation and countries of the EU. International Journal for Quality Research, 15(4).
McLaughlin, P. , & Dietz, T. (2008). Structure, agency and environment: Toward an integrated
perspective on vulnerability. Global Environmental Change, 18(1), 99–111.
Meiling, J. H. , Sandberg, M. , & Johnsson, H. (2014). A study of a plan-do-check-act method
used in less industrialized activities: Two cases from industrialized housebuilding. Construction
Management and Economics, 32(1–2), 109–125.
https://doi.org/10.1080/01446193.2013.812227
Melnyk, L. , Kubatko, O. , Dehtyarova, I. , Matsenko, O. , & Rozhko, O. (2019). The effect of
industrial revolutions on the transformation of social and economic systems. Problems and
Perspectives in Management, 17(4), 381–391. https://doi.org/10.21511/ppm.17(4).2019.31
Michna, A. , & Kmieciak, R. (2020). Open-mindedness culture, knowledge-sharing, financial
performance, and Industry 4.0 in SMEs. Sustainability, 12(21), 9041.
https://doi.org/10.3390/su12219041
Miller, M. A. , & Stoeckel, P. R. (2019). Client education: Theory and practice (3rd ed.).
Burlington, NJ: Jones & Bartlett Learning.
Mischi, J. (2021). The chronology of revolution. Communism, culture, and civil society in
twentieth-century Britain. Twentieth Century Communism, (21), 137–141.
Montgomery, D. (2020). SRL problems and issues for distance and blended learning
programmes. Teaching for Learning Gain in Higher Education, 85–103.
https://doi.org/10.4324/9781003041290-5
Mukherjee, S. P. (2019). Quality: Domains and dimensions - India studies in business and
economics. Singapore: Springer Nature.
Ngambi, M. T. , & Nkemkiafu, A. G. (2015). The impact of total quality management on firm's
organizational performance. American Journal of Management, 15(4), 69.
Nguyen, V. , Nguyen, N. , Schumacher, B. , & Tran, T. (2020). Practical application of plan–
do–check–act cycle for quality improvement of sustainable packaging: A case study. Ap plied
Sciences, 10(18), 6332. https://doi.org/10.3390/app10186332
OECD (2020). The impact of COVID-19 on student equity and inclusion: supporting vulnerable
students during school closures and school re-openings. Tackling coronavirus (COVID-19) –
Browse OECD Contributions. https://read.oecd-ilibrary.org/view/?ref=434_434914-
59wd7ekj29&title=The-impact-of-COVID-19-on-student-equity-and-inclusion
Onday, O. (2019). Japan's Society 5.0: Going beyond industry 4.0. Business and Economics
Journal, 10(2), 1–6.
Onwujekwe, O. , Mbachu, C. , Onyebueke, V. , Ogbozor, P. , Arize, I. , Okeke, C. , Ezenwaka,
U. , & Ensor, T. (2022). Stakeholders’ perspectives and willingness to institutionalize linkages
between the formal health system and informal healthcare providers in urban slums in
southeast, Nigeria. BMC Health Services Research , 22(1), 1–14.
https://doi.org/10.1186/s12913-022-08005-2
Osinulu, L. F. , & Amusa, O. I. (2010). Information technology, quality assurance, and academic
library management. Library Philosophy and Practice (e-journal), 324.
https://digitalcommons.unl.edu/libphilprac/324
Paas, L. , & Kuijlen, T. (2001). Towards a general definition of customer relationship
management. Journal of Database Marketing, 9(1), 51–60.
Paliszkiewicz, J. (2019). Information security policy compliance: Leadership and trust. Journal of
Computer Information Systems, 59(3), 211–217.
https://doi.org/10.1080/08874417.2019.1571459
Parkin, D. (2022). Programme leaders as educational and academic leaders. Supporting
Course and Programme Leaders in Higher Education, 95–108.
https://doi.org/10.4324/9781003127413-18
Parrott, C. (1999). Towards an integration of science, art and morality: The role of values in
psychology. Counselling Psychology Quarterly, 12, 5–24.
Pereira, A. G. , Lima, T. M. , & Santos, F. C. (2020). Industry 4.0 and Society 5.0: Opportunities
and threats. International Journal of Recent Technology and Engineering, 8(5), 3305–3308.
Phelps, P. H. (2008). Helping teachers become leaders. The Clearing House: A Journal of
Educational Strategies, Issues and Ideas, 81(3), 119–122.
Popkova, E. G. , & Gulzat, K. (2019, May). Technological revolution in the 21st century: Digital
society vs. artificial intelligence. In Institute of scientific communications conference (pp.
339–345). Cham: Springer.
Pothong, K. , Speed, C. , Catlow, R. , Dixon, B. , Morgan, E. , Knowles, B. , Newmarch, G. ,
Richards, D. , & Cruickshank, L. (2021, June). Deliberating data-driven societies through live
action role play. In Designing Interactive Systems Conference 2021, pp. 1726–1738, Pittsburgh,
Pennsylvania.
Potočan, V. , Mulej, M. , & Nedelko, Z. (2020). Society 5.0: Balancing of Industry 4.0, economic
advancement and social problems. Kybernetes, 50(3), 794–811. https://doi.org/10.1108/K-
12–2019–0858
Prasetyo, Y. A. , & Arman, A. A. (2017, October). Group management system design for
supporting Society 5.0 in smart society platform. In 2017 international conference on information
technology systems and innovation (ICITSI) (pp. 398–404). New York: IEEE.
Prinsloo, P. , Slade, S. , & Khalil, M. (2022). Learning analytics in open and distributed learning:
Potential and challenges. Cham: Springer Nature.
Realyvásquez-Vargas, A. , Arredondo-Soto, K. C. , Carrillo-Gutiérrez, T. , & Ravelo, G. (2018).
Applying the Plan-Do-Check-Act (PDCA) cycle to reduce the defects in the manufacturing
industry. A case study. Applied Sciences, 8(11), 2181. https://doi.org/10.3390/app8112181
Richardson, R. (2021). Racial segregation and the data-driven society: How our failure to
reckon with root causes perpetuates separate and unequal realities. Berkeley Technology Law
Journal, 36(3), 101–139. https://ssrn.com/abstract=3850317
Rim, Y. (1970). Values and attitudes. Personality: An International Journal, 1(3), 243–250.
Rojas, C. N. , Peñafiel, G. A. A. , Buitrago, D. F. L. , & Romero, C. A. T. (2021). Society 5.0: A
Japanese concept for a super intelligent society. Sustainability, 13(12), 1–16.
https://doi.org/10.3390/su13126567
Sadikoglu, E. , & Zehir, C. (2010). Investigating the effects of innovation and employee
performance on the relationship between total quality management practices and firm
performance: An empirical study of Turkish firms. International Journal of Production
Economics, 127(1), 13–26.
Safarzyńska, K. , Frenken, K. , & Van Den Bergh, J. C. (2012). Evolutionary theorizing and
modeling of sustainability transitions. Research Policy, 41(6), 1011–1024.
Sahito, Z. , & Chachar, G. B. (2021). COVID – 19 and the educational leadership &
management. In B. Akkaya , K. Jermsittiparsert , M. A. Malik , & Y. Kocyigit (Eds.), Emerging
trends and strategies for Industry 4.0: During and beyond COVID – 19 (pp. 117–128). Warsaw,
Poland: Sciendo Publishers. https://doi.org/10.2478/9788366675391-003
Salgues, B. (2018). Society 5.0: Industry of the future, technologies, methods and tools.
Hoboken, NJ: John Wiley & Sons.
Saraiva, P. M. (2018). Quality and statistical thinking in a Parliament and beyond. Quality
Engineering, 30(1), 2–22.
Secundo, G. , & Lombardi, R. (2020). Intellectual capital and digital technologies in academic
entrepreneurship: Premises for a revolution? In Intellectual capital in the digital economy (pp.
106–122). New York, NY: Routledge.
Seibel, W. (2019). Professional integrity and leadership in public administration. In The blind
spots of public bureaucracy and the politics of non-coordination (pp. 71–86). Cham: Palgrave
Macmillan.
Sfreddo, L. S. , Vieira, G. B. B. , Vidor, G. , & Santos, C. H. S. (2021). ISO 9001 based quality
management systems and organisational performance: a systematic literature review. Total
Quality Management & Business Excellence, 32, 3–4, 389–409.
https://doi.org/10.1080/14783363.2018.1549939
Shah, V. , & Kanishk Pandey, L. L. M. (2022). Creation of intellectual property rights with the
development of artificial intelligence. Indian Journal of Law and Legal Research, 4(2), 1–7.
https://3fdef50c-add3-4615-a675-
a91741bcb5c0.usrfiles.com/ugd/3fdef5_37fd8a8ab2474c2c8483b15184643e3c.pdf
Shakeshaft, C. , Brown, G. , Irby, B. , Grogan, M. , & Ballenger, J. (2014). Increasing gender
equity in educational leadership. In Klein (Ed.), Handbook for achieving gender equity through
education (pp. 133–160). New York, NY: Routledge.
Shamsuddin, A. , & Masjuki, H. (2003). Survey and case investigations on the application of
quality management tools and techniques in SMIs. International Journal of Quality & Reliability
Management, 20(7), 795–826.
Sheldon, K. M. , Elliot, A. J. , Kim, Y. , & Kasser, T. (2001). What is satisfying about satisfying
events? Testing 10 candidate psychological needs. Journal of Personality and Social
Psychology, 80(2), 325–339. https://doi.org/10.1037/0022-3514.80.2.325
Shiroishi, Y. , Uchiyama, K. , & Suzuki, N. (2018). Society 5.0: For human security and
wellbeing. Computer, 51(7), 91–95.
Spasojevic Brkic, V. K. , Djurdjevic, T. , Dondur, N. , Klarin, M. M. , & Tomic, B. (2013). An
empirical examination of the impact of quality tools application on business performance:
Evidence from Serbia. Total Quality Management & Business Excellence, 24(5– 6), 607–618.
Spillane, J. P. , Seelig, J. L. , Blaushild, N. L. , Cohen, D. K. , & Peurach, D. J. (2019).
Educational system building in a changing educational sector: Environment, organization, and
the technical core. Educational Policy, 33(6), 846–881.
https://doi.org/10.1177/0895904819866269
Tjeltveit, A. C. (1986). The ethics of value conversion in psychotherapy: Appropriate and
inappropriate therapist influence on client values. Clinical Psychology Review, 6, 515–537.
Tjeltveit, A. C. (1999). Ethics and values in psychotherapy. New York: Routledge.
Tricker, R. (2019). The seven principles of quality management. In Tricker (ED.), Quality
management systems (pp. 131–136). New York, NY: Routledge.
UNESCO , (2017a). Education for sustainable development goals learning objectives. World
Heritage Centre. Retrieved June 14, 2017, from http://whc.unesco.org
Vugigi, S. , Mshila, C. , & Ogaji, I. (2021). Use of product quality review to evaluate quality and
process capability: A case study of Ibuprofen in a model tablet manufacture. East and Central
African Journal of Pharmaceutical Sciences, 24, 38–47.
Walls, G. B. (1980). Values and psychotherapy: A comment on “Psychotherapy and religious
values.” Journal of Consulting and Clinical Psychology, 48(5), 640–641.
https://doi.org/10.1037/0022-006X.48.5.640
Watson, Z. , Herlihy, B. , & Pierce, L. (2006). Forging the link between multicultural competence
and ethical counseling practice: A historical perspective. Counseling and Values, 50, 99–107.
White, M. A. , & McCallum, F. (2020). Critical perspectives on teachers and teaching: An
appreciative examination. In Critical perspectives on teaching, learning and leadership (pp.
1–15). Singapore: Springer.
Williams, P. E. (2003). Roles and competencies for distance education programs in higher
education institutions. The American Journal of Distance Education, 17(1), 45–57.
https://doi.org/10.1207/s15389286ajde1701_4
Wisniewski, M. (2001). Using SERVQUAL to assess customer satisfaction with public sector
services. Managing Service Quality: An International Journal, 11(6), 380–388.
https://doi.org/10.1108/EUM0000000006279
Wolf, A. , & Zhang, L. (2016). The effect of customization and gender on customers’ attitude.
International Journal of Hospitality Management, 56, 28–32.
http://dx.doi.org/10.1016/j.ijhm.2016.04.001
Worthington, E. L. (1991). Psychotherapy and religious values: An update. Journal of
Psychology and Christianity, 10(3), 211–223.
Xu, L. , Peng, X. , Pavur, R. , & Prybutok, V. (2020). Quality management theory development
via meta-analysis. International Journal of Production Economics, 229, 107759.
Yaya, L. H. P. , et al. (2012). Measuring e-service quality: Reviewing E-S-QUAL. Economic
Quality Control, 27(1), 19–41.
Yilmaz, R. (2017). Problems experienced in evaluating success and performance in distance
education: A case study. Turkish Online Journal of Distance Education, 18(1), 39–39.
https://doi.org/10.17718/tojde.285713
Yousfaoui, S. , & Yousfaoui, F. (2020). The right to a safe environment and the quality of life.
International Journal of Inspiration & Resilience Economy, 4(1), 35–39.
https://doi.org/10.5923/j.ijire.20200401.05
Youshida, D. T. , Sendjay, S. , Hirst, G. , & Cooper, B. (2014). Does servant leadership foster
creativity and innovation? A multi-level mediation study of identification and pro-totypicality.
Journal of Business Research, 67, 1395–1404. http://dx.doi.org/10.1016/j.jbusres.2013.08.013
Yu, G. J. , Park, M. , & Hong, K. H. (2020). A strategy perspective on total quality management.
Total Quality Management & Business Excellence, 31(1–2), 68–81.
https://doi.org/10.1080/14783363.2017.1412256
Yusof, J. M. , Manan, H. A. , Karim, N. A. , & Kassim, N. A. M. (2015). Customer's loyalty effects
of CSR initiatives. AcE-Bs 2014 Seoul Asian Conference on Environment-Behaviour Studies
Chung-Ang University, Seoul, S. Korea, 25–27 August 2014 “Environmental settings in the era
of urban regeneration”. Procedia – Social and Behavioral Sciences , 170, 109–119.
Zhang, D. , Linderman, K. , & Schroeder, R. G. (2012). The moderating role of contextual
factors on quality management practices. Journal of Operations Management, 30(1), 12–23.
Zlobin, A. N. , Bykovskaya, G. A. , Vogormian, М. V. , & Feshkin, V. N. (2021). Social
transformation of society in cope of digital information revolution: Futurological forecast. In
European Proceedings of Social and Behavioural Sciences (pp. 1210–1218). International
Scientific Forum, National Interest, National Identity and National Security (NIN-INS 2020),
Nizhny Novgorod, Russia. doi:10.15405/epsbs.2021.02.02.151

Transformation Customers Needs in the Aspect of Client Value

Ahmad, F. , & Kusuma, A. H. P. (2020). Re-conceptualization of business model for marketing
nowadays: Theory and implications. Journal of Asian Finance, Economics and Business, 7(7),
279–291.
Arfah, A. , Olilingo, F. Z. , Syaifuddin, S. , Dahliah, D. , Nurmiati, N. , & Putra, A. H. P. K. (2020).
Economics during global recession: Sharia-economics as a post COVID-19 agenda. The
Journal of Asian Finance, Economics and Business, 7(11), 1077–1085.
Armstrong, G. , Adam, S. , Denize, S. , & Kotler, P. (2014). Principles of marketing. Pearson
Australia.
Azizah, F. D. , & Nur, A. N. (2022). Technology acceptance model in supporting the tendency to
use applications and impulsive buying on purchase decisions. Golden Ratio of Mapping Idea
and Literature Format, 2(1), 52–64.
Azizah, F. D. , Nur, A. N. , & Putra, A. H. P. K. (2022). Impulsive buying behavior:
Implementation of IT on technology acceptance model on E-commerce purchase decisions.
Golden Ratio of Marketing and Applied Psychology of Business, 2(1), 58–72.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of
Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
Barney, J. , Wright, M. , & Ketchen Jr, D. J. (2001). The resource-based view of the firm: Ten
years after 1991. Journal of Management, 27(6), 625–641.
Chan, C. H. , Tuite, A. R. , & Fisman, D. N. (2013). Historical epidemiology of the second
cholera pandemic: Relevance to present day disease dynamics. PLoS One, 8(8), e72498.
Christensen, C. M. (2013). The innovator's dilemma: When new technologies cause great firms
to fail. Harvard Business Review Press.
Cranston, M. (1986). Locke and liberty. The Wilson Quarterly (1976–), 10(5), 82–93.
Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4),
37–52.
Day, G. S. (2014). An outside-in approach to resource-based theories. Journal of the Academy
of Marketing Science, 42(1), 27–28.
Devaux, C. A. (2013). Small oversights that led to the Great Plague of Marseille (1720– 1723):
lessons from the past. Infection, Genetics and Evolution, 14, 169–185.
Elkington, J. (1997). The triple bottom line. Environmental Management: Readings and Cases,
2, 49–66.
Farida, I. , & Ardiansyah, W. (2022). Technology acceptance model factors: Implications on
digital-wallet on interest to buy in Franchise business. Golden Ratio of Marketing and Applied
Psychology of Business, 2(2), 147–157.
Hart, S. L. (1995). A natural-resource-based view of the firm. The Academy of Management
Review, 20(4), 986–1014. https://doi.org/10.2307/258963
Harvie, C. , & Lee, B.-C. (2002). Globalisation and SMEs in east Asia (Vol. 1). Edward Elgar
Publishing.
Hasrat, T. , & Rosyadah, K. (2021). Usability factors as antecedent and consequence on
business strategy and SERVQUAL: Nielsen & Mack approach. Golden Ratio of Marketing and
Applied Psychology of Business, 1(2), 81–92.
Indahingwati, A. , Launtu, A. , Tamsah, H. , Firman, A. , Putra, A. H. P. K. , & Aswari, A. (2019).
How digital technology driven millennial consumer behaviour in Indonesia. Journal of
Distribution Science, 17(8), 25–34.
Kapitan, S. , & Silvera, D. H. (2016). From digital media influencers to celebrity endorsers:
attributions drive endorser effectiveness. Marketing Letters, 27(3), 553–567.
Kartini, K. , Fitri, F. , Rabiyah, U. , & Anggraeni, D. (2021). Analysis of the financial literacy
behavior model. Golden Ratio of Finance Management, 1(2), 114–122.
Kartajaya, H. , Kotler, P. , & Setiawan, I. (2016). Marketing 4.0: Moving from traditional to digital
. John Wiley & Sons.
Lestari, S. D. , Leon, F. M. , Widyastuti, S. , Brabo, N. A. , & Putra, A. H. P. K. (2020).
Antecedents and consequences of innovation and business strategy on performance and
competitive advantage of SMEs. The Journal of Asian Finance, Economics and Business, 7(6),
365–378.
Levy, H. , & Hanoch, G. (1970). Relative effectiveness of efficiency criteria for portfolio
selection. Journal of Financial and Quantitative Analysis, 5(1), 63–76.
Mansur, D. M. , Sule, E. T. , Kartini, D. , Oesman, Y. M. , Putra, A. H. P. K. , & Chamidah, N.
(2019). Moderating of the role of technology theory to the existence of consumer behavior on e-
commerce. Journal of Distribution Science, 17(7), 15–25.
Marpaung, F. K. , Dewi, R. S. , Grace, E. , Sudirman, A. , & Sugiat, M. (2021). Behavioral
stimulus for using bank Mestika mobile banking services: UTAUT2 Model perspective. Golden
Ratio of Marketing and Applied Psychology of Business, 1(2), 61–72.
Mishkin, F. S. (1983). A rational expectations approach to macroeconometrics. University of
Chicago Press.
Napitupulu, D. , Yacub, R. , & Putra, A. (2021). Factor influencing of telehealth acceptance
during COVID-19 outbreak: Extending UTAUT model. International Journal of Intelligent
Engineering and Systems, 14(3), 267–281.
Pasadilla, G. O. (2010). Financial Crisis, Trade Finance, and SMEs: Case of Central Asia. ADBI
Working Paper 187. Asian Development Bank Institute, Tokyo. Available:
http://www.adbi.org/working-
paper/2010/01/25/3440.financial.crisis.trade.smes.central.asia/ADBI Working Paper 187
Porter, M. E. (1989). From competitive advantage to corporate strategy. In Readings in strategic
management (pp. 234–255). Springer.
Pradana, A. F. P. , Hasan, S. , Putra, A. H. P. K. , & Kalla, R. (2022). Moderating of SERV-
QUAL on E-WOM, product quality, and brand image on and E-commerce purchase intention.
Golden Ratio of Mapping Idea and Literature Format, 2(1), 36–51.
Razak, M. , Gunawan, B. I. , Fitriany, F. , Ashoer, M. , Hidayat, M. , & Halim, P. K. P. A. (2019).
Moving from traditional to Society 5.0 case study by online transportation business. Journal of
Distribution Science, 17(9), 93–102.
Ridha, A. , Perdana, A. H. , & As' ad, A. (2018). Celebrity Endorser Pada Jejaring
Sosialinstagram Untuk Menarik Minat Pembelian Calon Konsumen. Journal of Economic
Resource, 1(1), 86–96.
Rosak-Szyrocka, J. (2016). Automotive standard ISO/TS 16949 as a quality determinant.
Production Engineering Archives, 10.
Rosak-Szyrocka, J. (2017). Human resources management in Kaizen aspect. Human
Resources Management & Ergonomics, 11(1).
Sheffrin, S. M. (1984). A rational expectations approach to macroeconomics: Testing policy
ineffectiveness and efficient-market models by Frederic S. Mishkin. Journal of Economic
Literature, 22(1), 126–128. http://www.jstor.org/stable/2725254
Simanjuntak, M. , & Putra, A. H. P. K. (2021). Theoretical implications of theory planned
behavior on purchasing decisions: A bibliometric review. Golden Ratio of Mapping Idea and
Literature Format, 1(2), 1–7.
Smith, A. (1937). The wealth of nations [1776], The Modern Library . Random House, inc.
South, S. E. (1981). Competitive advantage: The cornerstone of strategic thinking. Journal of
Business Strategy, 1(4), 15–25. https://doi.org/10.1108/eb038908
Sugiarto, S. , & Octaviana, V. (2021). Service Quality (SERVQUAL) dimensions on customer
satisfaction: Empirical evidence from bank study. Golden Ratio of Marketing and Applied
Psychology of Business, 1(2), 93–106.
Sugiarto, U. S. (2021). Pengantar Hukum Indonesia. Sinar Grafika.
Teece, D. J. , Pisano, G. , & Shuen, A. (1997). Dynamic capabilities and strategic management.
Strategic Management Journal, 18, 509–533. https://doi.org/10.1002/(SICI)1097-
0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Widarko, A. , & Anwarodin, M. K. (2022). Work motivation and organizational culture on work
performance: Organizational citizenship behavior (OCB) as mediating variable. Golden Ratio of
Human Resource Management, 2(2), 123–138.
Widi, F. , Qahar, A. , & Aswari, A. (2021). Legal protection against personal data in online loan
transactions. Golden Ratio of Law and Social Policy Review, 1(1), 17–25.

Industry 4.0 on the Way to Companies' Performance

Acemoglu, D. , & Restrepo, P. (2018). The race between man and machine: Implications of
technology for growth, factor shares, and employment. American Economic Review, 108(6),
1488–1542.
Akhtar, P. , Ghouri, A. M. , Saha, M. , Khan, M. R. , Shamim, S. , & Nallaluthan, K. (2022).
Industrial digitization, the use of real-time information, and operational agility: Digital and
information perspectives for supply chain resilience. IEEE Transactions on Engineering
Management. doi:10.1109/TEM.2022.3182479.
Alaloul, W. S. , Liew, M. S. , Zawawi, N. A. W. A. , & Kennedy, I. B. (2020). Industrial revolution
4.0 in the construction industry: Challenges and opportunities for stakeholders. Ain Shams
Engineering Journal, 11(1), 225–230.
Alamäki, A. , & Korpela, P. (2021). Digital transformation and value-based selling activities:
Seller and buyer perspectives. Baltic Journal of Management, 16(2), 298–317.
Ameer, F. , & Khan, N. R. (2022). Green entrepreneurial orientation and corporate
environmental performance: A systematic literature review. European Management Journal.
doi:10.1016/j.emj.2022.04.003.
Atzori, L. , Iera, A. , & Morabito, G. (2010). The internet of things: A survey. Computer Net
works, 54(15), 2787–2805.
Bakshi, K. (2012). Considerations for big data: Architecture and approach. In 2012 IEEE
Aerospace Conference (pp. 1–7). MT, USA. doi:10.1109/AERO.2012.6187357.
Bartosik-Purgat, M. , & Ratajczak-Mrożek, M. (2018). Big data analysis as a source of
companies’ competitive advantage: A review. Entrepreneurial Business and Economics Re view
, 6(4), 197.
Caputo, A. , Pizzi, S. , Pellegrini, M. M. , & Dabić, M. (2021). Digitalization and business
models: Where are we going? A science map of the field. Journal of Business Research, 123,
489–501.
Chan, D. W. , Olawumi, T. O. , & Ho, A. M. (2019). Critical success factors for building
information modelling (BIM) implementation in Hong Kong. Engineering, Construction and
Architectural Management, 26(9), 1838–1854.
Colotla, I. , Zhou, Y. , Du, V. , Wong, J. , Walters, J. , Rose, J. , & Maecker, L. (2018). China's
next leap in manufacturing. Boston Consulting Group, Massachusetts, United States.
Conner, B. P. , Manogharan, G. P. , Martof, A. N. , Rodomsky, L. M. , Rodomsky, C. M. ,
Jordan, D. C. , & Limperos, J. W. (2014). Making sense of 3-D printing: Creating a map of
additive manufacturing products and services. Additive Manufacturing, 1, 64–76.
Dujin, A. , Geissler, C. , & Horstkötter, D. (2014 ). INDUSTRY 4.0: The new industrial revolution.
Munich: Roland Berger Strategy Consultants.
Frazier, W. E. (2014). Metal additive manufacturing: A review. Journal of Materials Engineering
and Performance, 23(6), 1917–1928.
Garrido-Hidalgo, C. , Ramirez, F. J. , Olivares, T. , & Roda-Sanchez, L. (2020). The adoption of
internet of things in a circular supply chain framework for the recovery of WEEE: The case of
lithium-ion electric vehicle battery packs. Waste Management, 103, 32–44.
Garrison, G. , Wakefield, R. L. , & Kim, S. (2015). The effects of IT capabilities and delivery
model on cloud computing success and firm performance for cloud supported processes and
operations. International Journal of Information Management, 35(4), 377–393.
Geissbauer, R. , Vedso, J. , & Schrauf, S. (2016). Industry 4.0: Building the digital enterprise.
Technical Report. PricewaterhouseCoopers.
Ghouri, A. M. , & Mani, V. (2019). Role of real-time information-sharing through SaaS: An
industry 4.0 perspective. International Journal of Information Management, 49, 301–315.
Ghouri, A. M. , Mani, V. , Jiao, Z. , Venkatesh, V. G. , Shi, Y. , & Kamble, S. S. (2021). An
empirical study of real-time information-receiving using Industry 4.0 technologies in downstream
operations. Technological Forecasting and Social Change, 165, 120551.
Ghouri, A. M. , Mani, V. , ul Haq, M. A. , & Kamble, S. S. (2022). The micro foundations of social
media use: Artificial intelligence integrated routine model. Journal of Business Research, 144,
80–92.
Grove, H. , Clouse, M. , & Schaffner, L. G. (2018). Digitalization impacts on corporate
governance. Journal of Governance & Regulation, 7(4), 51–63.
Gupta, R. , Kumari, A. , & Tanwar, S. (2020). Fusion of blockchain and artificial intelligence for
secure drone networking underlying 5G communications. Emerging Telecommunication
Technologies, 32(1), e4176.
Haq, M. A. , Khan, N. R. , Parkash, R. , & Jabeen, A. (2016). Impact of JIT, waste minimization,
and flow management on operational performance of manufacturing companies. Calitatea ,
17(153), 48.
He, Z. , Chang, T. , Lu, S. , Ai, H. , Wang, D. , & Zhou, Q. (2017). Research on human-
computer interaction technology of wearable devices such as augmented reality supporting grid
work. Procedia Computer Science, 107, 170–175.
Hedelind, M. , & Jackson, M. (2011). How to improve the use of industrial robots in lean
manufacturing systems. Journal of Manufacturing Technology Management, 22(7), 891–905.
Hewage, K. N. , Ruwanpura, J. Y. , & Jergeas, G. F. (2008). IT usage in Alberta's building
construction projects: Current status and challenges. Automation in Construction, 17(8),
940–947.
Hirata, E. , Lambrou, M. , & Watanabe, D. (2020). Blockchain technology in supply chain
management: Insights from machine learning algorithms. Maritime Business Review, 6(2),
114–128.
Ivaninskiy, I. , & Ivashkovskaya, I. (2022). Are blockchain-based digital transformation and
ecosystem-based business models mutually reinforcing? The principal-agent conflict
perspective. Eurasian Business Review, 12(4), 643–670.
Javaid, M. , Haleem, A. , Vaish, A. , Vaishya, R. , & Iyengar, K. P. (2020). Robotics applications
in COVID-19: A review. Journal of Industrial Integration and Management, 5(4), 441–451.
Kane, G. C. , Palmer, D. , Phillips, A. N. , Kiron, D. , & Buckley, N. (2015). Strategy, not
technology, drives digital transformation. MIT Sloan Management Review.
Khan, M. R. , Khan, H. R. , & Ghouri, A. M. (2022). Corporate social responsibility, sustainability
governance and sustainable performance: A preliminary insight. Asian Academy of
Management Journal, 27(1), 1–28.
Khan, M. R. , Khan, H. R. , Vachkova, M. , & Ghourı, A. M. (2021). The mediating role of real-
time information between location-based user-generated content and tourist gift purchase
intention. Advances in Hospitality and Tourism Research (AHTR) , 9(1), 49–77.
doi:10.30519/ahtr.799716.
Khan, M. R. , & Manzoor, A. (2021). Application and impact of new technologies in the supply
chain management during COVID-19 pandemic: A systematic literature review. International
Journal of Economics & Business Administration, 9(2), 277–292.
Khan, N. R. , Haq, M. A. , Ghouri, A. M. , Raziq, A. , & Moiz, S. M. (2017). Adaptation of RFID
technology in business supply chain success: empirical findings from a developing country
logistic industry. Calitatea , 18(160), 93.
Khayer, A. , Bao, Y. , & Nguyen, B. (2020). Understanding cloud computing success and its
impact on firm performance: An integrated approach. Industrial Management & Data Systems,
120(5), 963–985.
Kin, T. M. , Kareem, O. A. , Musa, K. , Ghouri, A. M. , & Khan, N. R. (2020). Leading
sustainable schools in the Era of Education 4.0: Identifying school leadership competencies in
Malaysian secondary schools. International Journal of Management in Education, 14(6),
580–610.
Kukard, W. , & Wood, L. (2017). Consumers’ perceptions of item-level RFID use in FMCG: A
balanced perspective of benefits and risks. Journal of Global Information Management, 25(1),
21–42.
Kumar, S. , Raut, R. D. , & Narkhede, B. E. (2020). A proposed collaborative framework by
using artificial intelligence-internet of things (AI-IoT) in COVID-19 pandemic situation for
healthcare workers. International Journal of Healthcare Management, 13(4), 337–345.
Larrañeta, E. , Dominguez-Robles, J. , & Lamprou, D. A. (2020). Additive manufacturing can
assist in the fight against COVID-19 and other pandemics and impact on the global supply
chain. 3D Printing and Additive Manufacturing, 7(3), 100–103.
Lasi, H. , Fettke, P. , Kemper, H. G. , Feld, T. , & Hoffmann, M. (2014). Industry 4.0. Business &
Information Systems Engineering , 6, 239–242.
Loureiro, S. M. C. , Guerreiro, J. , & Ali, F. (2020). 20 years of research on virtual reality and
augmented reality in tourism context: A text-mining approach. Tourism Management, 77,
104028.
Luz Martín-Peña, M. , Díaz-Garrido, E. , & Sánchez-López, J. M. (2018). The digitalization and
servitization of manufacturing: A review on digital business models. Strategic Change, 27(2),
91–99.
Malyshev, N. (2008). The evolution of regulatory policy in OECD countries. Organisation for
Economic Co-Operation and Development, Paris, France, 1–30.
Marbouh, D. , Abbasi, T. , Maasmi, F. , Omar, I. A. , Debe, M. S. , Salah, K. , Jayaraman, R. , &
Ellahham, S. (2020). Blockchain for COVID-19: Review, opportunities, and a trusted tracking
system. Arabian Journal for Science and Engineering, 45(12), 9895–9911.
Michael, P. E. (1985). Competitive advantage: Creating and sustaining superior performance.
New York: Free Press.
Mikalef, P. , Boura, M. , Lekakos, G. , & Krogstie, J. (2019). Big data analytics and firm
performance: Findings from a mixed-method approach. Journal of Business Research, 98,
261–276.
Moeuf, A. , Pellerin, R. , Lamouri, S. , Tamayo-Giraldo, S. , & Barbaray, R. (2018). The
industrial management of SMEs in the era of Industry 4.0. International Journal of Production
Research , 56(3), 1118–1136.
Nandi, S. , Sarkis, J. , Hervani, A. A. , & Helms, M. M. (2021). Redesigning supply chains using
blockchain-enabled circular economy and COVID-19 experiences. Sustainable Production and
Consumption, 27, 10–22.
Narayanamurthy, G. , & Tortorella, G. (2021). Impact of COVID-19 outbreak on employee
performance–moderating role of Industry 4.0 base technologies. International Journal of
Production Economics, 234, 108075.
Narayanan, A. , Bonneau, J. , Felten, E. , Miller, A. , & Goldfeder, S. (2016). Bitcoin and
cryptocurrency technologies: A comprehensive introduction. Princeton University Press, New
Jersey, United States.
Nisar, S. , Khan, N. R. , & Khan, M. R. (2021). Determinant analysis of employee attitudes
toward pro-environmental behavior in textile firms of Pakistan: A serial mediation approach.
Management of Environmental Quality: An International Journal, 32, 1064–1094.
Oesterreich, T. D. , & Teuteberg, F. (2016). Understanding the implications of digitisation and
automation in the context of Industry 4.0: A triangulation approach and elements of a research
agenda for the construction industry. Computers in Industry, 83, 121–139.
Pagani, M. (2013). Digital business strategy and value creation: Framing the dynamic cycle of
control points. MIS Quarterly , 37(2), 617–632.
Porter, M. E. (1998). Clusters and the new economics of competition. Harvard Business Review
, 76(6), 77–90.
Prihatiningtias, Y. W. , & Wardhani, M. R. (2021). Understanding the effect of sustained use of
cloud-based point of sales on SMEs performance during covid-19 pandemic. The Indonesian
Accounting Review, 11(1), 33–46.
Rachinger, M. , Rauter, R. , Müller, C. , Vorraber, W. , & Schirgi, E. (2018). Digitalization and its
influence on business model innovation. Journal of Manufacturing Technology Management,
30(8), 1143–1160.
Rahman, H. , & Rahmani, R. (2018). Enabling distributed intelligence assisted future internet of
things controller (FITC). Applied Computing and Informatics, 14(1), 73–87.
Ribeiro-Navarrete, S. , Botella-Carrubi, D. , Palacios-Marqués, D. , & Orero-Blat, M. (2021). The
effect of digitalization on business performance: An applied study of KIBS. Journal of Business
Research, 126, 319–326.
Rüßmann, M. , Lorenz, M. , Gerbert, P. , Waldner, M. , Justus, J. , Engel, P. , & Harnisch, M.
(2015). Industry 4.0: The future of productivity and growth in manufacturing industries. Boston
Consulting Group, 9(1), 54–89.
Sarker, S. , Jamal, L. , Ahmed, S. F. , & Irtisam, N. (2021). Robotics and artificial intelligence in
healthcare during COVID-19 pandemic: A systematic review. Robotics and Autonomous
Systems, 146, 103902.
Sarkis, J. , & Dou, Y. (2017). Green supply chain management: A concise introduction. New
York: Routledge.
Sun, L. , Huang, W. , Jia, Q. , & Wei, Z. (2022). Double-edged sword of competitor big data
analytics for firm performance. Academy of Management Proceedings, 2022(1), 13686.
Tankova, T. , & da Silva, L. S. (2020). Robotics and additive manufacturing in the construction
industry. Current Robotics Reports, 1(1), 13–18.
Tian, F. (2016). An agri-food supply chain traceability system for China based on RFID &
blockchain technology. In 2016 13th International Conference on Service Systems and Service
Management (ICSSSM), 1–6. doi:10.1109/ICSSSM.2016.7538424.
Toorajipour, R. , Sohrabpour, V. , Nazarpour, A. , Oghazi, P. , & Fischl, M. (2021). Artificial
intelligence in supply chain management: A systematic literature review. Journal of Business
Research, 122, 502–517.
Treiblmaier, H. (2018). The impact of the blockchain on the supply chain: A theory-based
research framework and a call for action. Supply Chain Management: An International Journal,
23(6), 545–559.
Tufail, M. M. B. , Nawi, M. N. M. , Ali, A. , Baharum, F. , Tahir, M. Z. , Salameh, A. A. M. (2021).
Forecasting impact of demand side management on Malaysia's power generation using system
dynamic approach. International Journal of Energy Economics and Policy , 11(4), 412–418.
doi:10.32479/ijeep.9716.
Uhlemann, T. H.-J. , Lehmann, C. , & Steinhilper, R. (2017). The digital twin: Realizing the
cyber-physical production system for Industry 4.0. Procedia CIRP, 61, 335–340.
Wang, Y. , Han, J. H. , & Beynon-Davies, P. (2019). Understanding blockchain technology for
future supply chains: A systematic literature review and research agenda. Supply Chain
Management: An International Journal, 24(1), 62–84.
Warner, K. S. , & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An
ongoing process of strategic renewal. Long Range Planning, 52(3), 326–349.
Weyer, S. , Meyer, T. , Ohmer, M. , Gorecky, D. , & Zühlke, D. (2016). Future modeling and
simulation of CPS-based factories: An example from the automotive industry. IFAC-
Papersonline, 49(31), 97–102.
Wortmann, F. , & Flüchter, K. (2015). Internet of things. Business & Information Systems
Engineering, 57(3), 221–224.
Xiao, H. , Muthu, B. , & Kadry, S. N. (2020). Artificial intelligence with robotics for advanced
manufacturing industry using robot-assisted mixed-integer programming model. Intelligent
Service Robotics. doi:10.1007/s11370-020-00326-7.
Yerpude, S. , & Singhal, T. K. (2020). Value enablement of collaborative supply chain
environment embedded with the internet of things: Empirical evidence from the automotive
industry in India. International Journal of Intelligent Information Technologies, 16(3), 19–51.
Yin, S. , & Kaynak, O. (2015). Big data for modern industry: Challenges and trends [point of
view]. Proceedings of the IEEE, 103(2), 143–146.
Zhu, C. (2019). Big data as a governance mechanism. The Review of Financial Studies, 32(5),
2021–2061.

The Influence of Industry 4.0 on Client Value Added

Alcácer, V. , & Cruz-Machado, V. (2019). Scanning the Industry 4.0: A literature review on
technologies for manufacturing systems. Engineering Science and Technology, an International
Journal, 22(3), 899–919.
Bai, C. , Dallasega, P. , Orzes, G. , & Sarkis, J. (2020). Industry 4.0 technologies assessment: A
sustainability perspective. International Journal of Production Economics, 229, 107776.
Culot, G. , Fattori, F. , Podrecca, M. , & Sartor, M. (2019). Addressing Industry 4.0 cybersecu-
rity challenges. IEEE Engineering Management Review, 47(3), 79–86.
Demir, K. A. , Döven, G. , & Sezen, B. (2019). Industry 5.0 and human-robot co-working.
Procedia Computer Science, 158, 688–695.
Drath, R. , & Horch, A. (2014). Industrie 4.0: Hit or hype? [industry forum]. IEEE Industrial
Electronics Magazine, 8(2), 56–58.
Fernandez-Carames, T. M. , & Fraga-Lamas, P. (2019). A review on the application of block-
chain to the next generation of cybersecure Industry 4.0 smart factories. IEEE Access, 7,
45201–45218.
Foidl, H. , & Felderer, M. (2015, November). Research challenges of Industry 4.0 for quality
management. In International conference on enterprise resource planning systems (pp.
121–137). Cham: Springer.
Garms, F. , Jansen, C. , Schmitz, C. , Hallerstede, S. , & Tschiesner, A. (2019, September 13).
Capturing value at scale in discrete manufacturing with Industry 4.0. Capturing value at scale in
discrete manufacturing with Industry 4.0. Retrieved March 30, 2022, from
https://www.mckinsey.com/industries/advanced-electronics/our-insights/capturing-value-at-
scale-in-discrete-manufacturing-with-industry-4-0
Gilchrist, A. (2016). Introducing Industry 4.0. In Industry 4.0 (pp. 195–215). Berkeley, CA:
Apress.
Graetz, G. , & Michaels, G. (2018). Robots at work. Review of Economics and Statistics, 100(5),
753–768.
Har, L. L. , Rashid, U. K. , Te Chuan, L. , Sen, S. C. , & Xia, L. Y. (2022). Revolution of retail
Industry: From perspective of retail 1.0 to 4.0. Procedia Computer Science, 200, 1615–1625.
Horváth, D. , & Szabó, R. Z. (2019). Driving forces and barriers of Industry 4.0: Do multinational
and small and medium-sized companies have equal opportunities? Technological Forecasting
and Social Change, 146, 119–132.
Iyer, A. (2018). Moving from Industry 2.0 to Industry 4.0: A case study from India on
leapfrogging in smart manufacturing. Procedia Manufacturing, 21, 663–670.
Kerin, M. , & Pham, D. T. (2019). A review of emerging Industry 4.0 technologies in
remanufacturing. Journal of Cleaner Production, 237, 117805.
Lasi, H. , Fettke, P. , Kemper, H. G. , Feld, T. , & Hoffmann, M. (2014). Industry 4.0. Business &
Information Systems Engineering, 6(4), 239–242.
Lepore, D. , Dubbini, S. , Micozzi, A. , & Spigarelli, F. (2022). Knowledge sharing opportunities
for Industry 4.0 firms. Journal of the Knowledge Economy, 13(1), 501–520.
Li, G. , Hou, Y. , & Wu, A. (2017). Fourth industrial revolution: Technological drivers, impacts
and coping methods. Chinese Geographical Science, 27(4), 626–637.
Luthra, S. , & Mangla, S. K. (2018). Evaluating challenges to Industry 4.0 initiatives for supply
chain sustainability in emerging economies. Process Safety and Environmental Protection, 117,
168–179.
Mofolasayo, A. , Young, S. , Martinez, P. , & Ahmad, R. (2022). How to adapt lean practices in
SMEs to support Industry 4.0 in manufacturing. Procedia Computer Science, 200, 934–943.
https://doi.org/10.1016/j.procs.2022.01.291
Oztemel, E. , & Gursev, S. (2020). Literature review of Industry 4.0 and related technologies.
Journal of Intelligent Manufacturing, 31(1), 127–182.
Qin, J. , Liu, Y. , & Grosvenor, R. (2016). A categorical framework of manufacturing for Industry
4.0 and beyond. Procedia CIRP, 52, 173–178.
Roblek, V. , Meško, M. , & Krapež, A. (2016). A complex view of industry 4.0. Sage Open, 6(2).
Saucedo-Martínez, J. A. , Pérez-Lara, M. , Marmolejo-Saucedo, J. A. , Salais-Fierro, T. E. , &
Vasant, P. (2018). Industry 4.0 framework for management and operations: A review. Journal of
Ambient Intelligence and Humanized Computing, 9(3), 789–801.
Schneider, P. (2018). Managerial challenges of Industry 4.0: An empirically backed research
agenda for a nascent field. Review of Managerial Science, 12(3), 803–848.
Schumacher, A. , Erol, S. , & Sihn, W. (2016). A maturity model for assessing Industry 4.0
readiness and maturity of manufacturing enterprises. Procedia CIRP, 52, 161–166.
Tjahjono, B. , Esplugues, C. , Ares, E. , & Pelaez, G. (2017). What does Industry 4.0 mean to
supply chain? Procedia Manufacturing, 13, 1175–1182.
Vaidya, S. , Ambad, P. , & Bhosle, S. (2018). Industry 4.0–a glimpse. Procedia Manufacturing,
20, 233–238.
Xu, L. D. , Xu, E. L. , & Li, L. (2018). Industry 4.0: State of the art and future trends. International
Journal of Production Research, 56(8), 2941–2962.
Xu, X. , Lu, Y. , Vogel-Heuser, B. , & Wang, L. (2021). Industry 4.0 and Industry 5.0— Inception,
conception and perception. Journal of Manufacturing Systems, 61, 530–535.
Yan, J. , Meng, Y. , Lu, L. , & Li, L. (2017). Industrial big data in an Industry 4.0 environment:
Challenges, schemes, and applications for predictive maintenance. IEEE Access, 5,
23484–23491.
Yavari, F. , & Pilevari, N. (2020). Industry revolutions development from Industry 1.0 to Industry
5.0 in manufacturing. Journal of Industrial Strategic Management, 5(2), 44–63.
Yin, Y. , Stecke, K. E. , & Li, D. (2018). The evolution of production systems from Industry 2.0
through Industry 4.0. International Journal of Production Research, 56(1–2), 848–861.

Quality Management for Assurance Value of the Customer in Industry

4.0 Times
Adner, R. , & Kappor, R. (2010). Value creation in innovation ecosystems: How the structure of
technological interdependence affects firm performance in new technology generations.
Strategic Management Journal, 31: 306–333.
Anderson, J. C. , & Narus, J. A. (1998). Business market management: Understanding.
Creating and delivering value. Upper Saddle River, NJ: Prentice-Hall.
Anderson, J. C. , Narus, J. A. , & Van Rossum, W. (2006). Customer value propositions in
business markets. Harvard Business Review, March: 91–99.
Blažek, L. (2014). Společenská odpovědnost nadnárodních společností. In Aktuálne prob-lémy
podnikovej sféry, Slovenská republika, Bratislava: Ekonóm (pp. 19–31).
Blecharz, P. (2015). Kvalita a zákazník. Praha: Ekopress.
Bowen, T. J. , & Chen, S. (2001). The relationship between customer loyalty and customer
satisfaction. International Journal of Contemporary Hospitality Management, 13(5): 213–217.
Caruana, A. , Money, A. H. , & Berthon, P. R. (2000). Service quality and satisfaction— The
moderating role of value. European Journal of Marketing, 34: 1338–1352.
Chadee, D. D. , & Mattsson, J. (1996). An empirical assessment of customer satisfaction in
tourism. The Service Industries Journal, 16(3): 305–320.
Chiarini, A. (2020). Industry 4.0, quality management and TQM world. A systematic literature
review and a proposed agenda for further research. The TQM Journal, 32(4): 603–616.
ČSÚ . (2016). https://www.czso.cz/csu/czso/informacni-spolecnost-v-cislech- 2016
Eggert, A. , & Wolfgang, U. (2002). Customer perceived value: A substitute for satisfaction in
business markets? Journal of Business & Industrial Marketing, 17(2/3): 107–118.
Evans, J. R. , & Lindsay, W. M. (2004). The management and control of quality (6th ed.). New
York: West Publishing Company.
Fornell, C. (1992). A national customer satisfaction barometer: The Swedish experience.
Journal of Marketing, 56 (January): 6–21.
Halstead, D. , Hartman, D. , & Schmidt, S. L. (1994). Multisource effects on the satisfaction
formation process. Journal of the Academy of Marketing Science, 22 (Spring): 114–129.
Holbrook, M. B. (2005). Customer value and autoethnography: Subjective personal
introspection and the meanings of a photograph collection. Journal of Business Research, 25:
45–61.
Howard, J. A. , & Sheth, J. N. (1969). The theory of buyer behavior. New York: John Wiley and
Sons.
Hunt, H. K. (1977). CS/D-overview and future research direction. In K. H. Hunt (Ed.),
Conceptualization and measurement of consumer satisfaction and dissatisfaction. Cambridge,
MA: Marketing Science Institute.
Kendall, S. D. (2006). Customer service from the customer's perspective. In L. Fogli (Ed.),
Customer service delivery. Research and best practices. San Francisco, CA: Jossey-Bass.
Kotler, P. (2006). Marketing management: Analysis, planning, implementation, and control (12th
ed.). Hoboken, NJ: Prentice Hall.
Lam, S. Y. (2004). Customer value, satisfaction, loyalty, and switching costs: An illustration from
a business-to-business service context. Journal of the Academy of Marketing Science, 2004,
32(3): 293–311.
Miner, A. , & Wain, O. (1994). Customer service. The Dunvegan Quarterly, 2(1).
MPO . (2017). https://www.mpo.cz/cz/rozcestnik/ministerstvo/aplikace-zakona-c-106-1999-
sb/informace-zverejnovane-podle-paragrafu-5-odstavec-3-zakona/-iniciativa-prumysl-4-0--
230485/
National Centre for Industry 4.0. (2018). https://www.ncp40.cz/aktuality/prumysl-40-to-nejsou-
jenom-prumyslovi-roboti-automatizace-vyroby-ci-digitalizace
OECD . (2017). OECD Science, Technology and Industry Scoreboard 2017: The Digital
Transformation. Paris: OECD Publishing. https://doi.org/10.1787/9789264268821-en
Oliver, R. L. (1980). A cognitive model of the antecedents and consequences of satisfaction
decisions. Journal of Marketing Research, 17 (September): 460–469.
Oliver, R. L. (1981). Measurement and evaluation of satisfaction process in retail setting.
Journal of Retailing, 57 (Fall): 25–48.
Oliver, R. L. (1997). Satisfaction: A Behavioral Perspective on the Consumer. New York: The
McGraw-Hill Companies, Inc.
Oliver, R. L. (2009). Satisfaction: A behavioral perspective on the consumer (2nd ed.). New
York: McGraw Hill.
Parasuraman, A. , Berry, L. L. , & Zeithaml, V. A. (1991). Refinement and reassessment of the
SERVQUAL scale. Journal of Retailing, 67(4): 420–450.
Parasuraman, A. , Zeithaml, V. A. , & Berry, L. L. (1988). SERVQUAL: A multiple-item scale for
measuring consumer perceptions of service quality. Journal of Retailing, 64(1): 12–40.
Peris-Ortiz, M. , Álvarez-García, J. , & Rueda-Armengot, C. (2015). Achieving competitive
advantage through quality management. Cham: Springer, 2015. ISBN 978-3-319-17251-4
Pohludka, M. , & Štverková, H. (2019). The best practice of CRM implementation for small-and
medium-sized enterprises. Administrative Sciences, 9(1): 22–39.
Pynnönen, M. , Ritala, P. , & Hallikas, J. (2011). The new meaning of customer value: A
systemic perspective. Journal of Business Strategy, 32(1): 51–57.
Ruiz-Delatorre, A. , & Sanchez-Bote, D. (2021). Customer needs in the development of
business models focused on servitization (Industry 4.0). DYNA, 96(6): 659–665.
Shemwell, D. J. , Yavas, U. , & Bilgin, Z. (1998). Customer service provider relationships: An
empirical test of a model of service quality, satisfaction and relationship oriented outcome.
International Journal of Service Industry Management, 9: 155–168.
Sheth, J. , Newman, B. I. , & Gross, B. L. (1991). Consumption values and market choices.
Theory and application. Cincinnati, OH: South-Western Publishing Co.
Spiteri, J. M. , & Dion, P. A. (2004). Customer value, overall satisfaction, end-user loyalty, and
market performance in detail intensive industries. Industrial Marketing Management, 33:
675–687. http://dx.doi.org/10.1016/j.indmarman.2004.03.005
Spreng, R. A. , Harrell, G. D. , & Mackoy, R. D. (1995). Service recovery: Impact on satisfaction
and intentions. Journal of Services Marketing, 9(1), 15–23.
Spreng, R. A. , Hui Shi, L. , & Page, T. J. (2009). Service quality and satisfaction in business-to-
business services. Journal of Business & Industrial Marketing, 24(8), 537–548.
Štverková, H. (2014). Service quality assessment of the mobile operator. In Proceedings of
International Conference on Applied Science, Management and Technology 2014 (ICASMT
2014): 4th & 5th December 2014, Corp. Executive Al Khoory Hotel, Dubai, UAE (12–15).
Bangalore: Mudranik Technologies.
Štverková, H. , & Pohludka, M. (2021). Sustainable entrepreneurship in small and medium-
sized enterprises in the Czech Republic. In Proceedings of the 14th International Conference
Strategic Management and Its Support by Information Systems 2021: May 25–26, 2021, Os-
trava, Czech Republic (s. 303–311). Ostrava: VŠB-Technical University of Ostrava.
Teece, D. J. (2010). Business models, business strategy and innovation . Long range planning.
43, 172–194.
Tse, D. K. , & Wilton, P. C. (1988). Models of consumer satisfaction: An extension. Journal of
Marketing Research, 25 (May): 204–212.
Westbrook, R. A. , & Reilly, M. D. (1983). Value-percept disparity: An alternative to the
disconfirmation of expectations theory of consumer satisfaction. In R. P. Bagozzi & A. M. Tybout
(Eds.), Advances in consumer research (10th ed., pp. 256–261). Ann Arbor, MI: Association for
Consumer Research.
Woodruff, R. B. (1997). Customer value. The next source for competitive advantage. Journal of
Academy of Marketing Science, 25(2): 139–153.
Yi, Y. (1990). A critical review of consumer satisfaction. In V. A. Zeithaml (Ed.), Review of
marketing (pp. 68–123). Chicago, IL: American Marketing Association.
Zeithaml, V. A. (1988). Consumer perceptions of price, quality, and value: A means-end model
and synthesis of evidence. Journal of Marketing, 52(July): 2–22.
Zizka, J. (2018). Roman Holý: Průmysl 4.0 může posílit Evropu i Česko.
https://vedavyzkum.cz/blogy-a-rozhovory/rozhovor/roman-holy-prumysl-4–0-muze-posilit-
evropu-i-cesko

Good Management and Deploying New IT Tools in Industry 4.0 in the

Value-Creating Direction
Helvacı, M. A. (2005). Eğitim İşletmelerinde Değişim Yönetimi [Change Management in
Education Enterprises]. Ankara: Nobel Y.
Özer, M. (2015). İşletmelerde Stratejinin Önemi Üzerine Değerlendirmeler. Uluslararası İktisadi
ve İdari İncelemeler Dergisi [Evaluations on the Importance of Strategy in Business .
International Journal of Economic and Administrative Studies] (14).
https://dergipark.org.tr/tr/pub/ulikidince/issue/21614/232156
Yeşil, A. (2016). Liderlik ve Motivasyon Teorilerine Yönelik Kavramsal Bir İnceleme.
Uluslararası Akademik Yönetim Bilimleri Dergisi [A Conceptual Analysis of Leadership and
Motivation Theories. International Journal of Academic Management Sciences], 2 (3), 158–180.
https://dergipark.org.tr/tr/pub/yonbil/issue/42550/513236
Gürel, P. (2015). İşletmelerde Küresel Rekabet Avantajina Yönelik Yeni Liderlik Tipi:
Dönüştürücü Liderlik. Beykent Üniversitesi Sosyal Bilimler Dergisi [A New Type of Leadership
for Global Competitive Advantage in Business: Transformational Leadership. Beykent University
Journal of Social Sciences], 6 (1), 1–27. Retrieved from
https://dergipark.org.tr/tr/pub/bujss/issue/3864/51617
World Academic Forum (2015). Global Agenda Council on the Future of Software & Society.
Deep Shift Technology Tipping Points and Societal Impact. Survey Report, September.
Retrieved from
https://www3.weforum.org/docs/WEF_GAC15_Technological_Tipping_Points_report_2015.pdf
Brynjolfsson, E. and A. McAfee . (2014). The Second Machine Age: Work, Progress, and
Prosperity in a Time of Brilliant Technologies, Washington, DC: WW. Norton & Company.
https://psycnet.apa.org/record/2014-07087-000
GeeksforGeeks . (2020). Satyabrata Jena Architecture of Internet of Things (IoT) Architecture of
Internet of Things (IoT). Retrieved from https://www.geeksforgeeks.org/architecture-of-internet-
of-things-iot/
IDTechEx (2016). Retrieved from http://www.idtechex.com/research/reports/wearable-
technology-2016-2026-000483.asp (accessed on 12.01.2023).
Schwab, K. (2016). The Fourth Industrial Revolution. World Economic Forum. Retrieved from
https://www.weforum.org/about/the-fourth-industrial-revolutionby-klaus-schwab (accessed on
18.01.2023).
Özcan, A. (2021). Büyük Veri: Fırsatlar ve Tehditler. TRT Akademi [Big Data: Opportunities and
Threats. TRT Academy], 6 (11), 10–31. doi:10.37679/trta.818569
World Academic Forum (1980). Change, Celebration and Competitiveness. Retrieved from
https://widgets.weforum.org/history/1980.html/ (accessed on 01.02.2023).
World Economic Forum (2020). The Future of Jobs Report 2020, 20 October. Retrieved from
https://www.weforum.org/reports/the-future-of-jobs-report-2020/ (accessed on 23.01.2023).
Hobikoğlu, E. H. (2009). Yeni Ekonomide İnovasyon Ve Sürdürülebilir Rekabetin Yarattığı
Katma Değerin Bilgi Toplumunda Etkisi. Yayınlanmamış Doktora Tezi, İstanbul Üniversitesi
[The Effect of Innovation in the New Economy and the Added Value Created by Sustainable
Competition in the Information Society. Unpublished PhD Thesis, Istanbul University], p. 267.
Retrieved from http://nek.istanbul.edu.tr:4444/ekos/TEZ/44697.pdf

The Ideal Quality in Industry 4.0 Model for the Company and Its
Meaning in the Client Value Perspective
Ali, K. , & Johl, S. K. (2022). Impact of total quality management on SMEs sustainable
performance in the context of industry 4.0. In Proceedings of International Conference on
Emerging Technologies and Intelligent Systems: ICETIS 2021 (Volume 1 ) (pp. 608–620).
Springer International Publishing.
Ammar, M. , Haleem, A. , Javaid, M. , Bahl, S. , & Verma, A. S. (2022). Implementing Industry
4.0 technologies in self-healing materials and digitally managing the quality of manufacturing.
Materials Today: Proceedings, 52, 2285–2294.
Bressanelli, G. , Adrodegari, F. , Perona, M. , & Saccani, N. (2018). Exploring how usage-
focused business models enable circular economy through digital technologies. Sustainability,
10(3), 639.
Bryndin, E. (2018). Directions of development of Industry 4.0, digital technology and social
economy. American Journal of Information Science and Technology, 2(1), 9–17.
Çalık, A. (2021). A novel Pythagorean fuzzy AHP and fuzzy TOPSIS methodology for green
supplier selection in the Industry 4.0 era. Soft Computing, 25(3), 2253–2265.
Carolis, A. D. , Macchi, M. , Negri, E. , & Terzi, S. (2017, September). A maturity model for
assessing the digital readiness of manufacturing companies. In IFIP International Conference
on Advances in Production Management Systems (pp. 13–20). Springer, Cham.
de Souza, F. F. , Corsi, A. , Pagani, R. N. , Balbinotti, G. , & Kovaleski, J. L. (2021). Total quality
management 4.0: Adapting quality management to Industry 4.0. The TQM Journal, 34(4),
749–769.
Fromhold-Eisebith, M. , Marschall, P. , Peters, R. , & Thomes, P. (2021). Torn between digitized
future and context dependent past–How implementing ‘Industry 4.0'production technologies
could transform the German textile industry. Technological Forecasting and Social Change,
166, 120620.
Finn, S. (2019). The missing link in quality 4.0: Building the business case for executive buy-in
and company engagement. Quality, 58(13), 37–39.
Fonseca, L. M. (2018, May). Industry 4.0 and the digital society: Concepts, dimensions and
envisioned benefits. In Proceedings of the International Conference on Business Excellence
(Vol. 12, No. 1, pp. 386–397).
Gadre, M. , & Deoskar, A. (2020). Industry 4.0–digital transformation, challenges and benefits.
International Journal of Future Generation Communication and Networking, 13(2), 139–149.
Glogovac, M. , Ruso, J. , & Maricic, M. (2022). ISO 9004 maturity model for quality in Industry
4.0. Total Quality Management & Business Excellence, 33(5–6), 529–547.
Gupta, H. , Kumar, A. , & Wasan, P. (2021). Industry 4.0, cleaner production and circular
economy: An integrative framework for evaluating ethical and sustainable business
performance of manufacturing organizations. Journal of Cleaner Production, 295, 126253.
Haleem, A. , & Javaid, M. (2019). Additive manufacturing applications in Industry 4.0: A review.
Journal of Industrial Integration and Management, 4(4), 1930001.
Javaid, M. , & Haleem, A. (2019). Industry 4.0 applications in medical field: A brief review.
Current Medicine Research and Practice, 9(3), 102–109.
Javaid, M. , Haleem, A. , Vaishya, R. , Bahl, S. , Suman, R. , & Vaish, A. (2020). Industry 4.0
technologies and their applications in fighting COVID-19 pandemic. Diabetes & Metabolic
Syndrome: Clinical Research & Reviews, 14(4), 419–422.
Kliestik, T. , Nica, E. , Musa, H. , Poliak, M. , & Mihai, E. A. (2020). Networked, smart, and
responsive devices in Industry 4.0 manufacturing systems. Economics, Management and
Financial Markets, 15(3), 23–29.
Klinc, R. , & Turk, Ž. (2019). Construction 4.0–digital transformation of one of the oldest
industries. Economic and Business Review, 21(3), 4.
Kubat, R. (2018). Quality 4.0: The Internet of Things is only half the solution. Quality, 57(4),
42–45.
Kumar, L. , Hossain, N. U. I. , Fazio, S. A. , Awasthi, A. , Jaradat, R. , & Babski-Reeves, K.
(2021). A data driven decision model for assessing the enablers of quality dimensions: Context
of industry 4.0. CIRP Journal of Manufacturing Science and Technology, 35, 896–910.
Li, Y. , Dai, J. , & Cui, L. (2020). The impact of digital technologies on economic and
environmental performance in the context of Industry 4.0: A moderated mediation model.
International Journal of Production Economics, 229, 107777.
Maganga, D. P. , & Taifa, I. W. (2022). Quality 4.0 conceptualization: An emerging quality
management concept for manufacturing industries. The TQM Journal, 35(2), 389–412.
Massaro, M. , Secinaro, S. , Dal Mas, F. , Brescia, V. , & Calandra, D. (2021). Industry 4.0 and
circular economy: An exploratory analysis of academic and practitioners’ perspectives.
Business Strategy and the Environment, 30(2), 1213–1231.
Milward, R. , Popescu, G. H. , Michalikova, K. F. , Musova, Z. , & Machova, V. (2019). Sensing,
smart, and sustainable technologies in Industry 4.0: Cyber-physical networks, machine data
capturing systems, and digitized mass production. Economics, Management and Financial
Markets, 14(3), 37–43.
Müller, J. M. , Kiel, D. , & Voigt, K. I. (2018). What drives the implementation of Industry 4.0?
The role of opportunities and challenges in the context of sustainability. Sustainability, 10(1),
247.
Nascimento, D. L. M. , Alencastro, V. , Quelhas, O. L. G. , Caiado, R. G. G. , Garza-Reyes, J. A.
, Rocha-Lona, L. , & Tortorella, G. (2019). Exploring Industry 4.0 technologies to enable circular
economy practices in a manufacturing context: A business model proposal. Journal of
Manufacturing Technology Management, 30(3), 607–627.
Neal, A. D. , Sharpe, R. G. , van Lopik, K. , Tribe, J. , Goodall, P. , Lugo, H. , Segura-Velandia,
D. , Conway, P. , Jackson, L. M. , Jackson, T. W. , & West, A. A. (2021). The potential of
Industry 4.0 Cyber Physical System to improve quality assurance: An automotive case study for
wash monitoring of returnable transit items. CIRP Journal of Manufacturing Science and
Technology, 32, 461–475.
Nenadál, J. (2020). The new EFQM model: What is really new and could be considered as a
suitable tool with respect to quality 4.0 concept? Quality Innovation Prosperity, 24(1), 17–28.
Oliff, H. , & Liu, Y. (2017). Towards Industry 4.0 utilizing data-mining techniques: A case study
on quality improvement. Procedia CIRP, 63, 167–172.
Plumpton, D. (2019). Cyber-physical systems, internet of things, and big data in Industry 4.0:
Digital manufacturing technologies, business process optimization, and sustainable
organizational performance. Economics, Management and Financial Markets, 14(3), 23–29.
Quan, Y. , & Park, S. (2017). Review on the application of Industry 4.0 digital twin technology to
the quality management. Journal of the Korean Society for Quality Management, 45(4),
601–610.
Ramezani, J. , & Jassbi, J. (2020). Quality 4.0 in action: Smart hybrid fault diagnosis system in
plaster production. Processes, 8(6), 634.
Reyes, J. , Mula, J. , & Díaz-Madroñero, M. (2021). Development of a conceptual model for lean
supply chain planning in industry 4.0: multidimensional analysis for operations management.
Production Planning & Control, 1–16.
Saucedo-Martínez, J. A. , Pérez-Lara, M. , Marmolejo-Saucedo, J. A. , Salais-Fierro, T. E. , &
Vasant, P. (2018). Industry 4.0 framework for management and operations: A review. Journal of
Ambient Intelligence and Humanized Computing, 9, 789–801.
Shao, X. F. , Liu, W. , Li, Y. , Chaudhry, H. R. , & Yue, X. G. (2021). Multistage implementation
framework for smart supply chain management under Industry 4.0. Technological Forecasting
and Social Change, 162, 120354.
Shayganmehr, M. , Kumar, A. , Garza-Reyes, J. A. , & Moktadir, M. A. (2021). Industry 4.0
enablers for a cleaner production and circular economy within the context of business ethics: A
study in a developing country. Journal of Cleaner Production, 281, 125280.
Silva, F. L. D. , & Barriga, G. D. C. (2019, July). “Industry 4.0” digital strategy, and the
challenges for adoption the technologies led by cyber-physical systems. In International Joint
Conference on Industrial Engineering and Operations Management (pp. 463–472). Springer,
Cham.
Singh, R. K. , Kumar, P. , & Chand, M. (2019). Evaluation of supply chain coordination index in
context to Industry 4.0 environment. Benchmarking: An International Journal, 28(5), 1622–1637.
Tortorella, G. , Miorando, R. , Caiado, R. , Nascimento, D. , & Portioli Staudacher, A. (2021).
The mediating effect of employees’ involvement on the relationship between Industry 4.0 and
operational performance improvement. Total Quality Management & Business Excellence,
32(1–2), 119–133.
Velásquez, N. , Estevez, E. , & Pesado, P. (2019, April). Methodological framework based on
digital technologies for the implementation of Industry 4.0 in SMEs. In 2019 Sixth International
Conference on eDemocracy & eGovernment (ICEDEG) (pp. 371–374). IEEE.
Wang, M. , Wang, C. C. , Sepasgozar, S. , & Zlatanova, S. (2020). A systematic review of digital
technology adoption in off-site construction: Current status and future direction towards Industry
4.0. Buildings, 10(11), 204.
Yadav, N. , Shankar, R. , & Singh, S. P. (2021). Critical success factors for lean six Sigma in
quality 4.0. International Journal of Quality and Service Sciences, 13(1), 123–156.
Yurin, D. , Deniskina, A. , Boytsov, B. , & Karpovich, M. (2021). Quality 4.0. Time of
revolutionary changes in the QMS. In E3S web of conferences (Vol. 244, p. 11010). EDP
Sciences.
Závadský, J. , Závadská, Z. , & Sirotiakova, M. (2018). Growth Potential of the Selected
Intelligent Technologies Applied in Slovak Industrial Plants. Economic Management: Methods,
Models, Technologies, 18–21.
Závadská, Z. , & Závadský, J. (2020). Quality managers and their future technological
expectations related to Industry 4.0. Total Quality Management & Business Excellence,
31(7–8), 717–741.
Zhong, R. Y. , Xu, X. , Klotz, E. , & Newman, S. T. (2017). Intelligent manufacturing in the
context of industry 4.0: A review. Engineering, 3(5), 616–630.
Quality and Value Management in Education in the Digitalization Era
Abdushoripovna, R.K. and Abdinazarovna, I.M. , 2022. Improving the Organizational and
Pedagogical Conditions for the Development of Information Competence of Teachers in the Era
of Digitalization. Web of Scientist : International Scientific Research Journal, 3(3), pp.345–348.
Aini, Q. , Riza, B.S. , Santoso, N.P.L. , Faturahman, A. and Rahardja, U. , 2020. Digitalization of
Smart Student Assessment Quality in Era 4.0. International Journal of Advanced Trends in
Computer Science and Engineering, 9(1.2).
Catal, C. and Tekinerdogan, B. , 2019. Aligning Education for the Life Sciences Domain to
Support Digitalization and Industry 4.0. Procedia Computer Science, 158, pp.99–106.
Dobudko, T.V. , Korostelev, A.A. , Gorbatov, S.V. , Kurochkin, A.V. and Akhmetov, L.G. , 2019.
The Organization of the University Educational Process in Terms of Digitalization of Education.
Humanities & Social Sciences Reviews, 7(4), pp.1148–1154.
Hidayat, A. , Fatimah, S. and Rosidin, D.N. , 2022. Challenges and Prospects of Islamic
Education Institutions and Sustainability in the Digital Era. Nazhruna: Jurnal Pendidikan Islam,
5(2), pp.351–366.
Li, W. , 2022a. Research on Evaluation Method of Physical Education Teaching Quality in
Colleges and Universities Based on Decision Tree Algorithm. Mobile Information Systems,
2022.
Li, Y. , 2022b. Quality Evaluation for Physical Education Teaching in Colleges with Joint Neural
Network. Security and Communication Networks, 2022.
Lin, W. , 2022. Digital Reform of the Education Industry in the Post-Epidemic Era. International
Journal of Management and Education in Human Development, 2(1), pp.233–237.
Rosak-Szyrocka, J. , Żywiołek, J. , Nayyar, A. and Naved, M. , 2023. Advances in Distance
Learning in Times of Pandemic, 1st ed. Routledge: Oxfordshire.
Wang, J. , 2022. Application of C4.5 Decision Tree Algorithm for Evaluating the College Music
Education. Mobile Information Systems, 2022.
Zhang, Z. , Gao, Q. and Chen, F. , 2022. Evaluating English Language Teaching Quality in
Classrooms Using OLAP and SVM Algorithms. Mobile Information Systems, 2022.

View publication stats