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This study aims to evaluate the potential of using the components of the quadruple helix and quintuple helix models, which are extensions of the triple helix university-private sector-public sector cooperation model. Thus, the triple helix model shaped by university-private-public sector cooperation has transformed into a quadruple helix innovation model with the inclusion of the media and culture-oriented public helix. In this context, while the triple helix emphasizes tripartite networks and hybrid organizations, the quadruple helix system focuses on intertwined collaborations, coevolution, and specialization within the framework of firms, institutions, and stakeholders. In the quadruple helix innovation system, the coevolution of art and innovation has assumed a central role in knowledge generation and innovation. In the quintuple helix innovation model, the natural environment of society is added to the quadruple helix. This study consists of three parts. In the first part, the literature on triple helix, quadruple helix, and quintuple helix models is reviewed. In the second part, digital transformation and technological innovations from Industrial Revolution 1.0 to Industry 5.0 are analyzed. In the third section, the contribution of the quintuple helix model to Industry 5.0 and Society 5.0 is explained.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

The preceding revolution, Industry 4.0, surfaced by way of the influx of digital and automation technologies. Industry 5.0 followed the suit and the world is on the threshold of this new evolution. Industry 5.0 attempts to bring together the competency of smart machines and the exceptional ingenious potentials of the human workforce. Industry 5.0 is humanizing the digital and automated systems. It recognizes both automated technology and the human innovative skills on an equal platform. Marketing in its new role revolves on the axis of automation and cyber technology of Industry 5.0. This new makeover of marketing processes generates superior marketing actions, restructures marketing workflows, and assesses the results of marketing promotions. Industry 5.0 tools make available a fundamental marketing catalog for all marketing content and communications, thus assisting marketers to fashion a fragmented, customized, and favorable marketing experiences for prospective buyers. These systems and spaces offer automation attributes across numerous phases of marketing including videos, blogs, emails, social media, lead generation, direct mails, digital advertising, and more.

This chapter aims to introduce the concept of Industry 5.0, where robots and machines are interweaved with the human intellect and labor as teammate instead of opponent. The objective of the chapter is to examine and explore the different facets of marketing in the face of Industry 5.0. The chapter describes the challenges and future trends and practices in marketing field in the wake of Industry 5.0 as the way forward for the companies for sustainability and resilience.

This essay asks: How can we understand and theorise the impacts of robots and Artificial Intelligence (AI) on everyday life based on Radical Humanism? How can Lefebvre's ideas be used to reveal the ideological character of contemporary accounts of the impacts of robots and AI on society? It engages with rather unknown works of the Radical Humanist Henri Lefebvre on the sociology and philosophy of technology such as Vers le cybernanthrope (Towards the Cybernanthrope). Foundations of a Lefebvrian, dialectical, Radical Humanist approach to the sociology and philosophy of technology are presented. This essay introduces Lefebvre's notion of the cybernanthrope and sets it in relation to robots and AI in contemporary society. Based on Lefebvre's critique of the cybernanthrope, this chapter develops foundations of the ideology critique of robots and AI in digital capitalism. It discusses examples of technological deterministic and social constructivist thought in the context of robotics, AI, and cyborgs and argues for an alternative, Lefebvrian, dialectical approach. This essay situates Humanism in the context of computing, AI and robotics. The chapter advances a Lefebvrian Radical Humanism by engaging in analyses of AI and robots in Post-humanism, Transhumanism, techno-deterministic approaches, social construction of technology approaches, techno-optimism, techno-pessimism, acceleratonism, the mass unemployment hypothesis and Spike Jonze's movie Her. This chapter shows that the major lesson we can learn from the Radical Humanist sociology of technology and Henri Lefebvre's works on technology is that Radical Humanism helps creating and sustaining technologies for the many, not the few. This insight remains of high relevance in the age of digital capitalism, smart robots and AI.

Technologies that have developed for centuries have made people's lives easier. With new technologies, people have started to more easily and accurately do things that once used to take a lot of their time. Especially with the industrial revolution, everything has started to become automatic thanks to the machines that entered people's lives; and almost all work, including daily and professional work, was done by machines. Influencing the life of the society in many ways, it has also affected the businesses that serve the society and their stakeholders in many ways. Many changes in businesses affect the economies of countries, and in this way, the welfare and knowledge levels of societies. In this study, the positive aspects of technological developments (digitalization) on businesses and stakeholders are explained. The importance of developing and changing businesses with digitalization has been emphasized for countries.

This final chapter delves into the future of digital supply chain management (DSCM) amid today's dynamic business environment, shaped by technological advancements and factors like automation, artificial intelligence (AI), sustainability, and resilience. It emphasizes the crucial role of digital technologies (DTs) such as AI, the Internet of Things (IoT), Industrial IoT, and the Internet of Everything (IoET), along with blockchain, in revolutionizing supply chain operations. These technologies enable agility, flexibility, efficiency, and responsiveness, crucial for supply chains to proactively adapt to market changes. The chapter explores the trends in DSCs, focusing on real-time data analytics, end-to-end visibility, sustainability, and resilience. It highlights the growing importance of transparency in supply chains, driven by consumer demand for sustainable practices and product origins. DSCM is identified as pivotal for prioritizing sustainability, leading organizations toward green practices. Despite the opportunities in DSCM, challenges like cybersecurity, data management complexities, geopolitical uncertainties, and talent shortages are acknowledged. To overcome these, the chapter stresses strategic foresight in DSCM and the importance of robust process management, risk management, and talent development. The future-readiness of supply chain professionals is discussed, highlighting the need for change management, development of social and deep work skills, collaboration, and ethical practices. The chapter concludes by underscoring the transformative potential of DTs in the digital era, urging organizations to embrace innovation, transparency, and sustainability in their supply chains, recognizing that the future of DSC is an imminent reality.