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Following the imperative for human-centric digital innovation brought by the paradigm of Industry 5.0, the article aims to integrate the dispersed and multi-disciplinary literature on individual risks for workers to define, explain and predict individual risks related to Industry 4.0 technologies.

The paper follows the question, “What is the current knowledge and evidence base concerning risks related to Industry 4.0 technologies, and how can this inform digital innovation management in the manufacturing sector through the lens of the Industry 5.0 paradigm?” and uses the method of systematic literature review to identify and discuss potential risks for individuals associated with digital innovation. N = 51 contributions met the inclusion criteria.

The literature review indicates dominant trends and significant gaps in understanding risks from a human-centric perspective. The paper identifies individual risks, their interplay with different technologies and their antecedents at the social, organizational and individual levels. Despite this, the paper shows how the literature concentrates in studying risks on only a limited number of categories and/or concepts. Moreover, there is a lack of consensus in the theoretical and conceptual frameworks. The paper concludes by illustrating an initial understanding of digital innovation via a human-centered perspective on psychological risks.

Findings yield practical implications. In investing in the adoption, generation or recombination of new digital technologies in organizations, the paper recommends managers ensure to prevent risks at the individual level. Accordingly, the study’s findings can be used as a common starting point for extending the repertoire of managerial practices and interventions and realizing human-centric innovation.

Following the paradigm of Industry 5.0, the paper offers a holistic view of risks that incorporates the central role of the worker as crucial to the success of digital innovation. This human-centric perspective serves to inform the managerial field about important factors in risk management that can result in more effective targeted interventions in risk mitigation approaches. Lastly, it can serve to reinterpret digital innovation management and propose future avenues of research on risk.

With Industry 4.0 and the extensive rise of smart technologies, we are seeing remarkable transformations in work practices and workplaces. Scholars report the phenomenal progress of smart technologies. At the same time, we can hear the rhetoric emphasising their potential threats. This study focusses on how and where intelligent machines are leveraged in the workplace, how humans co-working with intelligent machines are affected and what they believe can be done to mitigate the risks of the increased use of intelligent machines.

We conducted in-depth interviews with 15 respondents working in various leadership capacities associated with intelligent machines and technologies. Using NVivo, we coded and churned out the themes from the qualitative data collected.

This study shows how intelligent machines are leveraged across different industries, ranging from chatbots, intelligent sensors, cognitive systems and computer vision to the replica of the entire human being. They are used end-to-end in the value chain, increasing productivity, complementing human workers’ skillsets and augmenting decisions made by human workers. Human workers experience a blend of positive and negative emotions whilst co-working with intelligent machines, which influences their job satisfaction level. Organisations adopt several anticipatory strategies, like transforming into a learning organisation, identifying futuristic technologies and upskilling their human workers, regularly conducting social learning events and designing accelerated career paths to embrace intelligent technologies.

This study seeks to understand the emotional and practical implications of the use of intelligent machines by humans and how both entities can integrate and complement each other. These insights can help organisations and employees understand what future workplaces and practices will look like and how to remain relevant in this transformation.

The objective of the presented pilot study was to test the applicability of a metric to specifically measure performance improvement via a hands-on workshop about collaborative robotics.

Candidates interested in acquiring basic practical skills in working with a collaborative robot completed a distance learning exercise in preparation for a hands-on training workshop. The candidates executed a test before and after the workshop for recording the parameters compiled in the tested performance index (PI).

The results reflected the potential of the tested PI for applications in detecting improvement in practical skill acquisition and revealed potential opportunities for integrating additional performance factors.

The low number of candidates available limited in-depth analyses of the learning outcomes.

The study outcomes provide the basis for follow-up projects with larger cohorts of candidates and control groups in order to expedite the development of technology-assisted performance measurements.

The study contributes to research on performance improvement and prediction of learning outcomes, which is imperative to this emerging field in learning analytics.

The development of the presented PI addresses a scientific gap in learning analytics, i.e. the objective measurement of performance improvement and prediction along skill-intensive training courses. This paper presents an improved version of the PI, which was published at the 12th Conference on Learning Factories, Singapore, April 2022.

Rapid urbanisation and recent shock events have reiterated the need for resilient infrastructure, as seen in the pandemic. Yet, knowledge gaps in construction robotics and human–robot teams (HRTs) research limit maximising these emerging technologies’ potentials. This paper aims to review the state of the art of research in this area to identify future research directions in HRTs able to aid the resilience and responsiveness of the architecture, engineering and construction (AEC) sector.

A total of 71 peer-reviewed journal articles centred on robotics and HRTs were reviewed through a quantitative approach using scientometric techniques using Gephi and VOSviewer. Research focus deductions were made through bibliometric analysis and co-occurrence analysis of reviewed publications.

This study revealed sparse and small research output in this area, indicating immense research potential. Existing clusters signifying the need for further studies are on automation in construction, human–robot teaming, safety in robotics and robotic designs. Key publication outlets and construction robotics contribution towards the built environment’s resilience are discussed.

The identified gaps in the thematic areas illustrate priorities for future research focus. It raises awareness on human factors in collaborative robots and potential design needs for construction resilience.

Rapid urbanisation and recent shock events have reiterated the need for resilient infrastructure, as seen in the pandemic. Yet, knowledge gaps in construction robotics and HRTs research limit maximising these emerging technologies’ potentials. This paper aims to review the state of the art of research in this area to identify future research directions in HRTs able to aid the resilience and responsiveness of the AEC sector.

Industry 4.0 (I 4.0) consists of numerous digital technologies applied in organizations strategically to add value to the customer. Different organizations have varying degrees of technological capability and strategic flexibility. This paper aims to explore the relationship between technological capability and strategic flexibility on successful implementation of I 4.0.

A qualitative study using a grounded theory approach is conducted on 34 senior managers from Europe and North America who have implemented I 4.0 participated in this study through a theoretical sampling frame.

This study finds that technological capability and strategic flexibility have an impact on the successful implementation of I 4.0. The study also finds that different dimensions of technological capability also impact I 4.0. The interactive effect of strategic flexibility and technological capability is also noted. The study also develops a framework for successful implementation of I 4.0.

This study can be used by managers while implementing I 4.0 to devise a strategic roadmap for acquiring technological capability with I 4.0 technologies. Besides, it will help the managers to consider the bidirectional relationship between technological capability and strategic flexibility while formulating I 4.0 strategy for successful implementation of I 4.0 in their organizations.

Previous studies have examined the importance of I 4.0 technologies. However, this study extends the previous works by suggesting how technological capability and strategic flexibility can help in the successful implementation of I 4.0.

This chapter reflects on the understanding of the phenomenon known as Smart Industry, Industry 4.0, fourth industrial revolution, and many other labels. It does so by reflecting on the issue of terminology, as well as the existing diversity regarding the description of the phenomenon. The issue of meaning is addressed by assessing the results from Culot, Nassimbeni, Orzes, and Sartor (2020) and Habraken and Bondarouk (2019) which are, subsequently, used to develop a workable description. Findings from the two assessed studies raise the question of whether a workable construction of the phenomenon is to be understood as the key technologies or the distinctive developments? A question without a definitive answer, but I will present my view by taking inspiration from the manner in which the prior industrial revolutions are commonly understood. This leads to a, still multifaceted though, more focused understanding of the phenomenon. The insights, formulated proposition and developed model stemming from the reflection of terminology and meaning of the phenomenon helps move the current technology-related phenomenon forward. They assist with the establishment of well-documented papers. A critical aspect if we aim to understand how management will look like in the era of this phenomenon.

This paper investigates effective human-robot collaboration (HRC) and presents implications for Human Resource Management (HRM). A brief review of current literature on HRM in the smart industry context showed that there is limited research on HRC in hybrid teams and even less on effective management of these teams. This book chapter addresses this issue by investigating factors affecting intention to collaborate with a robot by conducting a vignette study. We hypothesized that six technology acceptance factors, performance expectancy, trust, effort expectancy, social support, organizational support and computer anxiety would significantly affect a users' intention to collaborate with a robot. Furthermore, we hypothesized a moderating effect of a particular HR system, either productivity-based or collaborative. Using a sample of 96 participants, this study tested the effect of the aforementioned factors on a users' intention to collaborate with the robot. Findings show that performance expectancy, organizational support and computer anxiety significantly affect the intention to collaborate with a robot. A significant moderating effect of a particular HR system was not found. Our findings expand the current technology acceptance models in the context of HRC. HRM can support effective HRC by a combination of comprehensive training and education, empowerment and incentives supported by an appropriate HR system.

The paper presents a research methodology that could be used to carry out a systematic literature review on the current state of the art of the technological development in the field of the digitalization and unphysicalization of supply chains (SCs). A three-dimensional conceptual framework focusing on the relationship between Digital Technologies (DTs), business processes and SC performance is presented. The study identifies the emerging practices and areas of SC management that could be positively affected by the implementation of DTs. With this in mind, the emerging practices have a high probability to be considered future best practices.

A systematic literature review was conducted on DTs in SC management. The methodology used aims to algorithmically and objectively standardize the information incorporated into thousands of scientific documents. Selected papers were analyzed to investigate the recent literature on SC digitalization and unphysicalization. A total of 87 DTs were selected to be analyzed and subsequently grouped into 11 macro-categories. 17 business processes linked to SC management are taken into account and 17 different impacts on SC management are presented. From a set of 1,585 papers, 5,060 emerging practices were collected and singularly summarized combining DT, business process and impact on SC performance.

A unique analytical perspective provided represents an important evolution when trying to organize the current literature on SC management. The widely used DTs in the practices and the most considered business processes and impacts are highlighted and described. The three-dimensional conceptual framework is graphically represented to allow for the emergence of the best combinations of DT, business process and impact on SC performance. These combinations suggest the most promising areas for the implementation of the emerging practices for SC digitalization and unphysicalization. Additional findings identify and define the most important contexts in which Big Data contributes to SC performance.

The research methodology used is offering progress through which to systemize the current practices as well as detect the potential of digitalization and unphysicalization under the three-dimensional conceptual framework. The paper provides a structured proposal for promising future research directions, assuming that the five research gaps as findings of this research could be the basis for prescriptions, as well as a future research agenda and theory development. Moreover, this research contributes to current managerial issues concerning SC management, referred to data and information management, efficiency and productivity of SC processes, market performance, SC relationship management and risk management in SC.

Exoskeletons are mechanical structures that humans can wear to increase their strength and endurance. The purpose of this paper is to explain how exoskeletons can be used to improve performance across five phases of manufacturing.

Multivocal literature review, encompassing scientific literature and the grey literature of online reports, etc., to inform comprehensive, comparative and critical analyses of the potential of exoskeletons to improve manufacturing performance.

There are at least eight different types of exoskeletons that can be used to improve human strength and endurance in manual work during different phases of production. However, exoskeletons can have the unintended negative consequence of reducing human flexibility leading to new sources of musculoskeletal disorders (MSD) and accidents.

Findings are relevant to function allocation research concerned with manual production work. In particular, exoskeletons could exacerbate the traditional trade-off between human flexibility and robot consistency by making human workers less flexible.

The introduction of exoskeletons requires careful health and safety planning if exoskeletons are to improve human strength and endurance without introducing new sources of MSD and accidents.

The originality of this paper is that it provides detailed information about a new manufacturing technology: exoskeletons. The value of this paper is that it provides information that is comprehensive, comparative and critical about exoskeletons as a potential alternative to robotics across five phases of manufacturing.

This paper proposes adequate strategies that companies, public administrators and organisations in the education industry can undertake to successfully face the challenges of digital transformation in a regional innovation system. This research considers stakeholders that operate in the Tyrol–Veneto macroregion (the Tyrol, South Tyrol and Veneto areas), a significant case of moderately innovative European macroregion.

This study undertakes explorative research based on a qualitative method. It adopts a place-based multi-stakeholder approach to emphasise the role of three categories of stakeholders (companies, educational system and regional governments) in facing digital changes. More precisely, interviews with 60 stakeholders from the Tyrol–Veneto macroregion were conducted and examined via both text mining analysis and content analysis. First, correspondence factor analysis was performed using IRaMuTeQ software to identify homogeneous subsets of concepts (pillars–i.e., macroareas of strategic actions). Second, two coding phases were implemented using NVivo software to detect strategic fields of action and specific strategic actions undertaken to address the challenges of digital transformation.

The results highlight that digital transformation is a pervasive challenge of regional innovative system that requires a multifaceted set of strategic actions falling into three main pillars. The first pillar, named “culture and skills”, includes three strategic fields of action as follows: digital education, talents and digital culture. The second pillar, named “infrastructures and technologies”, points out the need of information, interaction and artificial intelligence as key strategic fields of action. The third pillar, named “ecosystems”, highlights the importance of investing in medium- to long-term visions, partnerships and life quality. In brief, this study shows that standalone interventions are insufficient to tackle digital transformation from a systemic perspective. Moreover, this study outlines the potential contribution of each category of stakeholder to foster the digitalisation of the Tyrol–Veneto macroregion.

This study highlights the importance of developing digital culture and skills before investing in digital infrastructure and technology in a moderately innovative macroregion. Companies should alter their vision before reconfiguring their business models, invest in smart working and establish contacts with start-ups. In addition, this study recommends that public administration should mainly invest in digital education and partnerships, while, in terms of education and training organisations, it suggests providing digital skills to several cohorts of both students and workers. Policy implications call for the creation of new occasions of cooperation among stakeholders by fostering “table talks” as strategic and policy actions and by making more financial resources available to encourage the digital transformation processes.

The results of this study may be adapted to the characteristics of other regional innovative systems and used as a reference point in terms of the improvement of business, market and local development.