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The issue of trust in Industry 4.0 is extremely important from an organization’s perspective. The dynamic development of 4.0 technologies implies wide-ranging changes, which, in order to be implemented effectively, require cooperation based on trust. The purpose of this literature analysis is to identify key research areas regarding trust in Industry 4.0 and to identify further research directions.

Based on a comprehensive literature analysis, the most prominent areas of research on trust issues in Industry 4.0 will be presented (k=36). This chapter will also identify and discuss directions for further research.

The results of the analysis enable to illustrate the trends of science development in the area of Industry 4.0, as well as to identify key issues related to trust. Moreover, the research problems for further studies on the analyzed issue will also be indicated.

The research presented here identifies key Industry 4.0 technologies that are based on trust.

The review provides a valuable resource for practitioners regarding the critical aspects of implementing Industry 4.0 with respect to trust.

This is the first comprehensive literature review diagnosing research areas, technologies, and directions for future research on trust in Industry 4.0.

The future will see a new revolution in both industry and society in Industry 5.0. Human–robot collaboration and robotic management will be critical components of Industry 5.0. In this revolution, humans and robots will collaborate to improve process efficiency by utilizing human intelligence and innovation. Industry 5.0 creates a powerful framework for modern digital smart factories and manufacturing technologies through complex systems, and it is constructed to interact with powerful computing power, to solve complex problems more efficiently and with less human intervention in this Volatile, Uncertain, Complex, Ambiguous, Radicality, and Rapidity (VUCA-RR) world. To overcome VUCA-RR world, Industry 5.0 involves a combination of human and robotic systems for sustainable development. Managers, practitioners, researchers, and educators are scrambling to understand and implement the method as well as to find best practices toward Industry 5.0. This chapter will draw attention to research and practice topics in the VUCA-RR and business agility development methodology in perspective of Industry 5.0.

The future of human society has to take into account on the one hand, the natural requirements of the society as a whole, and, on the other hand, the influences generated by economic, social, informational factors but also in relation to the environment. Therefore, the future is seen and described in relation to the need to create the conditions for achieving sustainable development goals. The unpredictable evolution and uncertainties of recent years explain the need to include in the decisions of organizations, responsibly applied approaches. In order to achieve and maintain a balance between the interests of various actors on a global scale, it is necessary to practice responsible management, which deals with both the management of current critical issues worldwide, but also in relation to the need to ensure living conditions and the prosperity of future generations. Thus, as an adequate response of companies and organizations of various types to these complex challenges is integrated as a defining element of business strategies a principle of responsible management called social responsibility. This means that, through the elaborated decisions, these companies have to find a way of treatment balanced between the fulfillment of their own financial objectives and the social obligation of the contributions of these entities to the sustainable development of the economy in which they operate. This results, in fact, in the large-scale development and implementation of the concept of corporate social responsibility (CSR). On the other hand, the functioning of all companies in the realities of the present times, characterized by volatility, uncertainty, complexity & ambiguity (VUCA) requires significant efforts and resources on their part, so that, by collecting an important and comprehensive volume of data, there is the possibility of generating reliable forecasts.

Development of the technology, besides creating opportunities for the world, and making people’s lives easier on the one hand, has also created difficulties, on the other hand. The processes on the earth have accelerated, and the environment has become more unpredictable. That was the ground of emerging VUCA (Volatility, Uncertainty, Complexity, Ambiguity) in military services and afterwards in the business sector.

The rapid development of different directions, especially of technology, made mankind rethink about attitudes, find out, and expand their skills in order to be effective in the constantly changing environment. The reality that the competencies obtained before were not sufficient became obvious. Nowadays, VUCA leaders with their sophisticated and vital skills are extremely necessary for the business to reach the goal with minimal loss.

Higher education, as in every circumstance, in this case also has its huge impact and significance. Higher Educational Institutions (HEIs) are responsible for education, which on its end, is the starting point of development and restructuring the complex reality. Redesigning the teaching and learning environment can prepare future VUCA leaders. In case the universities try to provide a new generation with the skills necessary for the existing reality rather than following the obsolete flow, the business sector will get workflow more prepared for VUCA challenges.

The chapter discusses and presents the necessity of updated leadership skills in the VUCA reality and the role of higher education in stepping forwards to turning VUCA disruptions into VUCA possibilities.

This chapter aims to present the idea of leader robots (LRs) and proposes how LRs can step in to fill various manager positions. LRs are the robots that lead robots. Robotics engineers have already produced many robots for various applications such as in manufacturing, marketing, accounting even human resources in business management. We have witnessed many significant advancements in robotics and artificial intelligence research to achieve digital transformation. There are robots for various purposes of providing digital transformation toward Industry 5.0. Some post-modern organizations have already had robot employees and artificial intelligence applications. There are many studies on human–robot collaboration, robot development, and robot employee but limited research on LR. In this study, therefore, it is discussed the possibility of LRs that may be a key concept of Industry 5.0 in perspective digital transformation. Therefore, it is believed that this study will be one of the focuses of many upcoming organizational robotics research studies.

Throughout history, enterprises have tried to survive by competing in a dynamic environment. This competition has currently been to be more severe more in the age of Industry 4.0 due to modern automation systems, production technologies, and data exchanges. Today’s high technology and speed environment changes have created volatility, uncertainty, complexity, and ambiguity (VUCA) for almost all companies. To be able to cope with these environmental conditions, they have to be more dynamic, have more flexible and agile abilities. Not only it is not enough to have these abilities but also they need to use these abilities effectively. As to usage of these capabilities, it depends on organizational structure that have been built by considering several situational factors such as technology, technological change, innovation, and environmental instability. Organizational structure is a very important variable to increase the performance of the organization and to gain competitive advantage over enterprises’ competitors. In order that this study is guide for practitioners, it has been tried to explain the linkages among VUCA World, organizational structure and competitive advantage. Also, suggestions have been offered them to build their organization structure in order to be competitive by gaining success in three platforms called human resources, knowledge, and technology.

The environment in which businesses perpetuate their vital existence can be named as VUCA due to its variable, uncertain, complex and ambiguous structure. In the world of VUCA, which is far beyond the classical environmental conditions, the success of the businesses largely depends on the performance level of the staff they employ. The high or low level can be directly affected by the leadership style which the business managers will be exhibiting. Agile leadership type emerges as one of the leadership styles that could be successful in such environmental conditions. For this reason, the main purpose of this section is to provide information about the agile leadership issues that play a fundamental role in the success of businesses in today’s VUCA world, which can positively affect the employee performance and this level of performance, and, at the same time, which could be successful in these environmental conditions. In order to achieve this aim, first of all, the concepts of agile leadership, employee performance and VUCA world are explained. In the following sections, agile leadership and the relationship of this leadership style with employee performance are discussed in the VUCA world spiral.

The term of lateral thinking in Oxford dictionary is seeking to solve problems by unorthodox or apparently illogical methods. On the hypercompetitive markets agile, value-oriented, inspiring, collaborative, appreciative leaders are needed. These AVICA-type leaders have the ability to catalyze and develop adaptive processes. They are receptive to innovation and also open to the creative thoughts of others. The leader himself is also a lateral innovator and unfolds the creativity of the employees in business life and the students in higher education. The educators, in a lateral approach, are leaders, but can also be Renaissance-type people, polyhistors, homo ludens. Creativity researchers generally agree that educators’ view on creativity determines the way in which they deal with developing students’ mindset. In our research, we evaluate how important students consider the knowledge of lateral innovation to their related subjects, the development of their innovative way of thinking and how they perceive the activities of the lecturers in this direction. The other question is whether educators see lateral approach as an important value creation process. The ultimate goal of the research is to explore the factors that contribute to the implementation of the lateral mindset for the sustainable competitiveness of higher education in economics.

Marketing agility has gained more attention from scholars and managers due to the current and emerging conditions of the COVID-19 pandemic. The pandemic has changed the marketing landscape, resulting in a dramatic shift in consumer behavior in the worldwide lockdowns. Consumers sought an efficient response and reaction in real-time to their changing needs, concerns, and priorities. The shift in consumer behavior and demand forced service enterprises to develop dynamic marketing plans to adjust to the new normal that created unprecedented disruptions in their traditional business. As one of the most dynamic sectors of service marketing, tourism was challenged by the pandemic-related restrictions and contemporary competitive circumstances and faced the destructive, yet transformative impacts of the outbreak. The tourism enterprises all over world were compelled to implement innovations to adjust to the new customer preferences and needs for a sustainable change to develop dynamic marketing solutions. This chapter aims to review and analyze how the tourism enterprises gravitated to a new approach and implemented an agile marketing strategy focusing on the emerging customer priorities, based on analysis of the hotel websites. A functioning group of 4 and 5-star hotels located in Bodrum, Turkey, was selected and their website updates from the beginning of the COVID-19 pandemic to the proliferation of the vaccines were examined considering the official data on inbound, domestic and outbound tourism. The findings provided an insight into the concept of agile in tourism marketing applied to a function characterized by the radically changing conditions that bring in new threats and opportunities.