305 Organizacija, V olume 55 Issue 4, November 2022 Research Papers 1 Received: 19th September 2022; revised: 10th November 2022; accepted: 25th November 2022 Industry 5.0 Beyond Technology: An Analysis Through the Lens of Business and Operations Management Literature Miriam BORCHARDT 1 , Giancarlo M. PEREIRA 1 , Gabriel S. MILAN 1 , Annibal R. SCAVARDA 2 , Edithe O. NOGUEIRA 1 , Leonel C. POLTOSI 3 1 Vale do Rio dos Sinos University (UNISINOS), miriamb@unisinos.br, gian@unisinos.br, gsmilan@unisinos.br, edithe_nogueira@hotmail.com 2 Federal University of the State of Rio de Janeiro (UNIRIO), annibal.scavarda@unirio.br 3 National Service for Industrial Training (SENAI), lpoltosi@gmail.com Background/purpose: In comparison to Industry 4.0 (I4.0), Industry 5.0 (I5.0) shows a more systemic transforma- tion that includes business innovations driving the transition to a sustainable, human-centric, and resilient industry. I5.0 implies on rethinking business models, ecosystems, managerial practices, etc. while moving toward sustainable development. Despite the novelty of I5.0 and the growing interest in the subject, the literature is still scarce. There- fore, this study aims to analyze the state of the art and understand the approaches that constitute the study of I5.0, through the lens of business and operations management. Method: A systematic literature review was performed through the lens of the business and operations management literature. Results: Four major themes were identified: (i) technological application, (ii) Human Resources and workers, (iii) education, and (iv) business and operations management. For each theme, the implications, future avenues and practical considerations are presented. Conclusions: Most I5.0 studies have focused on Human Resources and workers discussing the role of technolog- ical applications on operator safety. Despite I5.0 calls for a step forward in sustainable development, studies on it are scarce. Also, the literature is still missing practical contributions and frameworks for how I5.0 could impact on business management. Keywords: Industry 5.0, Industry 4.0, Society 5.0, Sustainable development, Human-robot collaboration DOI: 10.2478/orga-2022-0020 1 Introduction Formally coined in 2011, “Industry 4.0” (I4.0) was still in its infancy when Michael Rada brought the idea of In- dustry 5.0 (I5.0) to the fore in 2015 (Rada, 2017). More recently, after a decade of I4.0, the European Commission decided in 2021 that I4.0 is not the better framework for achieving Europe´s 2030 goals (Dixson-Declève et al., 2021). Realizing the necessity of complementing the dig- ital transformation of production systems by expanding their scope to “people-planet-prosperity,” rather than sim- ply valuing extraction to benefit shareholders, the official launch to European industry of I5.0 as policy reinforced enterprises’ role in contributing to a better, fairer world (Xu, Lu, V ogel-Heuser, & Wang, 2021). I4.0 has become the standard for applications in recent 306 Organizacija, V olume 55 Issue 4, November 2022 Research Papers years (Gürdür Broo, Kaynak, & Sait, 2022; Tay, Alipal, & Lee, 2021), as the rapid implementation of its technologies (Barata, 2021; Sindhwani et al., 2022) consolidates the Fourth Industrial Revolution, still in progress. Converse- ly, these developments still cannot achieve the desired outcomes, neglecting the environment by prioritizing ma- chines over humans (Sindhwani et al., 2022). On the other hand, I5.0 is more a systemic transformation that includes impacts on civil society, governance structure, and human identity, in addition to solely economic and manufactur- ing ramifications. I5.0 is the next evolutionary step (Rada, 2017), with I5.0 complementing the existing I4.0 revolu- tion by having research and innovation drive the transition to sustainable, human-centric, and resilient industry (Bre- que, Nul, & Petridis, 2021). However, to enable I5.0, one enormous challenge lies in how to do it and understand what changes it will impose on businesses and operations management in directing the technological transformation of industrial production toward “planet-people-prosperi- ty”. The concept of I5.0 has been strongly linked to Soci- ety 5.0. S5.0 advances the discussions on cyber-physical systems while reinforcing the relations between people and technology to improve the quality of life and ensure sustainable development (Roblek, Meško, & Podbregar, 2021). The analysis of the current literature indicates that I5.0 has started to launch different approaches to the subject. As expected, concrete practices are still incipient, considering the infancy of the Fifth Industrial Revolution. Discussions around technological aspects prevail, followed by studies on the relationship between production automation and workers, some of them suggesting how to make such in- teraction more human-centric (Chin, 2021). Other studies raise concerns about the development of skills and compe- tencies by workers and the challenges to universities that will contribute to this (Carayannis & Morawska-Jancele- wicz, 2022; Gürdür Broo et al., 2022). Despite the articles in this review, recent research on I5.0 reveals gaps that still require study. The literature shows scant discussion of how a firm could innovate its business model and put humans at the center, as a cultur- al mindset that enables the firm to generate new business opportunities (Mihardjo, Sasmoko, Alamsyah, & Elidjen, 2019). This idea of human-centrism as a cultural mindset can change the experience of customers from the per- sonalization of customization into mass customization (Mihardjo, Sasmoko, Alamsyah, et al., 2019). In this par- adigm, enterprises have a new role for workers, namely, using technologies to serve people rather than the other way around (Breque et al., 2021). A circular economy, linked to long-term vision rather than short-term overpro- duction and consumption models, appears as an element to consider as a contribution to sustainable development (Dixson-Declève et al., 2021). Therefore, existing busi- ness models developed in light of the I4.0 paradigm are endangered and must be rethought, to advance to the I5.0 paradigm. Accordingly, they should consider such issues as future viability and competitiveness, organizational and production alignment in the context of digital transforma- tion, and employee qualification and acceptance (Carayan- nis, Christodoulou, Christodoulou, Chatzichristofis, & Zi- nonos, 2021). The present study considers the novelty of I5.0 and the growing but still scarce attention it receives in the liter- ature. Therefore, we must know the state of the art and understand the approaches that constitute the study of I5.0, through the lens of business and operations management. Additionally, affirming the role of the paradigm in mov- ing toward sustainable development is crucial. To date, research shows no study that has carried out a systematic literature review (SLR) concerning I5.0 in the context of business and operations management. Accordingly, this study aims to systematize the related scientific knowledge, creating a debate among business and management schol- ars. The object of the analysis includes the contribution of I5.0 to sustainable development. The research questions are: RQ1: How is Industry 5.0 positioned in the business and operations management literature? RQ2: Which are the research themes in Industry 5.0 lit- erature, seen through the lens of business and operations management? RQ3: How does the Industry 5.0 literature present the role and contribution of Industry 5.0 for sustainable de- velopment? The recent academic papers on this subject and their position in the business and operations management liter- ature were analyzed. We identified four major themes by which to classify the analyzed papers: Technological Ap- plication in I5.0; Human Resources (HR) and Workers in I5.0; Education and Training in I5.0; and Business, Oper- ations Management, and Sustainable Development in I5.0. For each group, the paper presents an analysis of the main findings and discussions. This SLR also identifies future questions and research avenues on the subject, represent- ing a useful tool for researchers to develop new inquiries. Next, the detailed method for proceeding with the SLR appears, after which concepts and a general view of I5.0, results of the SLR, analysis of the literature, discussion and future avenues for research, and the study’s conclu- sions follow. 2 Method We selected the Systematic Literature Review (SLR) as an appropriate approach to performing a detailed analy- sis of the literature and achieving the research purpose. An SLR constitutes a well-defined process to identify, evalu- ate, and interpret all available recorded documents (Kirst, 307 Organizacija, V olume 55 Issue 4, November 2022 Research Papers Borchardt, de Carvalho, & Pereira, 2021). This study fol- lows the steps presented in Kirst et al. (2021). The rele- vance and novelty of I5.0 and (our research showed) the absence of an SLR that considers it from the perspective of business and operations management reinforces the rel- evance of this study. Add to this the lack of an organized analysis of different themes on the subject, and the present study aims to contribute to the field´s development by fill- ing this research gap. This study demonstrates the following steps: formu- lating the research questions; establishing academic-paper inclusion and exclusion criteria; locating and identifying studies that meet those criteria; data extraction and coding; data synthesis and analysis; and results (Kirst et al., 2021). The aim of the study and research questions appear in the Introduction. The search utilized the Web of Science and Scopus databases, seeking published articles and reviews from peer-reviewed journals written in the English language. Books and conference papers were excluded, following Kirst et al. (2021). The study considers all published pa- pers up to the date of the authors’ last search of the data- bases, January 30, 2022. The selection criteria for including papers (articles and reviews) in the SLR encompassed the following aspects. First, we considered the results of seeking the string “in- dustry 5.0” in the article title, abstract, and keyword fields. The search kept to the subject areas related to business and management operations as follows: (a) Scopus: business, management and accounting, social sciences, decision sci- ence, environmental science, multidisciplinary, and eco- nomics, econometrics and finance; (b) Web of Science: management, engineering multidisciplinary, engineering industrial, environmental science, environmental studies, engineering manufacturing, social science interdiscipli- nary, development studies. This screening resulted in 153 items from Scopus and 83 from Web of Science. Second, we read the title and abstract of each article, and excluded those that still did not study I5.0 from the perspective of business and management operations. This means that in some way, papers must present the impact, contributions, challenges, or implications for organiza- tions leveraging 5.0 implementation. Also, excluding du- plicates, the resulting list comprised 114 items from Scop- us and 35 from Web of Science. Third, the authors of this study carefully read, coded, and analyzed each paper, considering the extent to which the papers align with the scope of this study. Figure 1 illus- trates this process and the final number of articles. Figure 1: Understanding the process of article selection and its final amount 308 Organizacija, V olume 55 Issue 4, November 2022 Research Papers After excluding the duplicate papers, three of the au- thors performed the final analysis. They read the 40 arti- cles and proposed four distinct themes based on the key- words and full-text content. After discussing the suggested themes with all authors and consolidating them into four cohesive groups, the three mentioned authors classified the papers according to their best-related theme. These authors also indicated the corresponding methodological approach described in each paper. Table 1 presents the journals where the papers were published, and Table 2 summarizes the result of this final paper´s screening. The first theme, “Technological Applications in In- dustry 5.0,” encompasses the articles that discuss such ap- plications and their potential impact on operations and/or businesses. The second theme, “Human Resources (HR) and Workers in Industry 5.0,” presents articles that ana- lyze challenges, avenues, and impacts of I5.0 that inter- sect with workers´ skills, competencies, and abilities, and how organizations manage these. The third theme, “Ed- ucation and Training in Industry 5.0,” includes articles that explore how educational institutions (mainly higher education) could prepare students for this new context of I5.0 and contribute to businesses leveraging I5.0. Finally, the fourth theme, “Business and Operations Management in Industry 5.0,” encompasses the articles that analyze the impact of I5.0 on business models, business management, supply chain, and customers´ focus and relationship, as well as how I5.0 could contribute to sustainable develop- ment (SD). 3 Industry 5.0 – Concepts and General Venue The Hannover Fair saw the term “Industry 4.0” (I4.0) arose in October 2011, when the working group on I4.0 presented a set of I4.0 implementation recommendations to the German Federal Government. The introduction of the term “Industry 5.0’ (I5.0) occurred on December 1, 2015, just four years after the first introduction of I4.0, in an article that Michael Rada published within the LINKE- DIN social network (Rada, 2017). At the ten-year mark of I4.0’s introduction and six years after Rada’s I5.0 intro- duction, the European Commission announced I5.0 (Xu et al., 2021). Through the I5.0 paradigm, the European Com- mission recognizes the power of industry to achieve soci- etal goals beyond jobs and growth, to become a resilient provider of prosperity by making production respect the boundaries of our planet and place the industry worker’s well-being at the center of the production process (Dix- son-Declève et al., 2021). The I4.0 paradigm is essentially technological. It fo- cuses on the optimization of production systems and business models, and economic thinking supports it. One challenge is that I4.0 facilitates the creation of the techno- logical monopoly and giant wealth inequality (Breque et al., 2021). Therefore, I5.0 requires a new economic orien- tation for industry performance, new designs for business models, value chains, and supply chains, new purposes for digital transformation, new approaches to policymaking in partnership with business and industry, new capabilities and approaches to research and innovation, and vertical and horizontal coherence by acting at all levels of govern- ment and through international standards (Dixson-Declève et al., 2021). Rather than taking emergent technology as a starting point and examining its potential for increasing efficiency, a human-centric approach in industry puts core human needs and interests at the heart of the production process. Rather than asking what we can do with new tech- nology, we ask what the technology can do for us (Dix- son-Declève et al., 2021). I5.0 centers around three interconnected core values: human-centricity, sustainability, and resilience (Xu et al., 2021). The authors understand the human-centric approach to mean that technology is to serve people and societies, including the needs and diversity of industry workers. Sustainability relates to circular processes and leads to a circular economy with better resource efficiency and effec - tiveness (Dixson-Declève et al., 2021). Resilience refers to developing a higher degree of robustness in industrial production while ensuring critical infrastructure in times of crisis (Dixson-Declève et al., 2021). Before the European Commission launched the I5.0 paradigm, the first academic papers to appear in Scopus and Web of Science, relating to I5.0 and its impact on busi- nesses and processes, were published in 2019. The empha- sis is on the integration of human beings with technology and reinforcing the customer experience by mass customi- zation (Mihardjo, Sasmoko, & Elidjen, 2019; Pathak, Pal, Shrivastava, & Ora, 2019; Rahman et al., 2019). Some concerns started to grow, such as the lack of knowledge and skills to operate and manage a technological world leveraged by I4.0 initiatives (Correia Simões, Lucas Soares, & Barros, 2020; Nahavandi, 2019). How to build a business model and implement human-centricity as a cul- tural mindset while guaranteeing organizational agility in the context of digital transformation has intrigued some authors (Mihardjo, Sasmoko, Alamsyah, et al., 2019). This study has investigated the literature on I5.0 and its study and discussion, until the present. 4 Results from the Systematic Literature Review Table 1 presents the journals that published the papers and the CiteScore per journal. Diverse journals have pub- lished representative articles on the subject of I5.0, some with high Cite Scores. 309 Organizacija, V olume 55 Issue 4, November 2022 Research Papers Table 1: Journals related to business and operations management that have published on I5.0. Journal Total published (until January 30, 2022) CiteScore Scopus (January 2022) a Journal of the Knowledge Economy 5 4.2 Sustainability (Switzerland) 3 3.9 Applied Sciences (Switzerland) 3 3.0 Journal of Industrial Integration and Management 2 3.3 Sensors 2 5.8 Journal of Industrial Information Integration 1 22.1 Journal of Manufacturing Systems 1 12.7 International Journal of Production Economics 1 12.2 Technological Forecasting and Social Change 1 12.1 International Journal of Hospitality Management 1 9.4 Computers and Operations Research 1 8.2 Advances in Production Engineering & Management 1 5.1 The TQM Journal 1 4.3 Technology in Society 1 4.2 Asian Journal of Shipping and Logistics 1 4.2 Organizacija 1 3.3 IET Communications 1 3.2 Social Sciences (BASEL) 1 2.3 Anais da Academia Brasileira de Ciências 1 2.1 Applied System Innovation 1 1.9 IBIMA Business Review Journal of Human Resources Management Research 1 1.2 Journal of Legal, Ethical and Regulatory Issues 1 1.1 International Journal of Evaluation and Research in Education 1 0.9 Cultural Management: Science and Education 1 0.9 International Journal of Systematic Innovation 1 0.2 Logistics (BASEL) 1 No International Journal of Supply Chain Management 1 No International Journal of Innovation, Creativity and Change 1 No International Journal of Recent Technology and Engineering 1 No International Journal of Engineering and Advanced Technology 1 No Aiming to understand the main keywords that relate to I5.0, we produced a cloud of words with the keywords extracted from the selected papers (Figure 2). Analyzing the cloud enabled observing the terms that appear most frequently with Industry 5.0 (I5.0): Industry 4.0 (I4.0), So- ciety 5.0, human-robot collaboration, artificial intelligence (AI), human factor, sustainability, COVID-19, personali- zation, Internet of Things, transformational performance, and knowledge. The cloud of keywords indicates human-robot collab- oration, human factors, and knowledge as subjects that re- late to I5.0. Indeed, this study indicates that most articles from the SLR relate to human factors and how to prepare workers and leaders for I5.0 in the context of human-robot collaboration. Source: https://www.scopus.com/sources.uri. Accessed on January 30, 2022 310 Organizacija, V olume 55 Issue 4, November 2022 Research Papers The keywords Society 5.0 and Industry 5.0 directly re- late to the literature (Roblek et al., 2021). After 2016, So- ciety 5.0 became a new research phenomenon, which Jap- anese government policies introduced to establish a better, super-smart, and more prosperous human-centered society (Roblek et al., 2021). In this society, products and services will be readily available to satisfy various potential needs and reduce economic and social gaps, so all people can live a comfortable and vigorous life (Fukuda, 2020). The authors see the strategy as the Japanese response to other socio-technological strategies, such as I4.0 in Europe and the Industrial Internet in the United States. As the I5.0 literature points out, Society 5.0 also repre- sents a new paradigm that places humans at the center of innovation (Roblek et al., 2021). It applies I4.0 technolo- gies and innovations to solving human problems that affect all countries, enabling them to meet sustainable develop- ment goals (Bartoloni et al., 2021). It involves social and human aspects beyond the industrial system, with the aim of achieving a sustainable environment in this technolog- ical context. 5 Analysis of the Literature We analyzed and classified the 40 papers (Table 2), considering the journal where each was published, the re- search method, and the research theme. The next subsec- tions illustrate each research theme. Figure 2: Cloud of keywords. Produced using https://www.wordclouds.com/ 311 Organizacija, V olume 55 Issue 4, November 2022 Research Papers Table 2: Authors, journals, research method, and theme Author Journal Methodological approach Research theme Revision / theoretical Qualitative Quantitative / modelling Technological application HR / Workers Education Business / operation manage- ment (Pathak et al., 2019) International Journal of Engineering and Advanced Technology x x (Mihardjo, Sasmoko, Alamsyah, et al., 2019) International Journal of Recent Technol- ogy and Engineering x x (Nahavandi, 2019) Sustainability (Switzerland) x x Mihardjo, Sasmoko, & Elidjen, 2019) International Journal of Innovation, Creativity and Change x (Rahman et al., 2019) International Journal of Supply Chain Management x (Javaid et al., 2020) Journal of Industrial Integration and Management x x (Javaid & Haleem, 2020) Journal of Industrial Integration and Management x (Longo, Padovano, & Umbrello, 2020) Applied Sciences (Switzerland) x x (Carayannis, Campbell, & Grigor- oudis, 2021) Journal of the Knowledge Economy x (Carayannis, Christodoulou, et al., 2021) Journal of the Knowledge Economy x (Carayannis, Dezi, Gregori, & Calo, 2021) Journal of the Knowledge Economy x x (Orlova, 2021) Social Sciences (BASEL) x x (Ojstersek, Javernik, & Buchmeis- ter, 2021) Advances in Production Engineering & Management x x x (Frederico, 2021) Logistics (BASEL) x (Roblek et al., 2021) Organizacija x (Rega et al., 2021) Applied Sciences (Switzerland) x x (Brunzini, Peruzzini, Grandi, Kha- maisi, & Pellicciari, 2021) Applied Sciences (Switzerland) x x (Madsen & Berg, 2021) Applied System Innovation x (Xu et al., 2021) Journal of Manufacturing Systems x (Fraga-Lamas, Lopes, & Fernán- dez-Caramés, 2021) Sensors x x (Rachmawati, Multisari, Triyono, Simon, & da Costa, 2021) International Journal of Evaluation and Research in Education x x (de Miranda, Córdoba-Roldán, Aguayo-González, & Ávila-Gutiér- rez, 2021) Sustainability (Switzerland) x x (Ávila-Gutiérrez, Aguayo-Gonzá- lez, & Lama-Ruiz, 2021) Sensors x x (Pillai, Haldorai, Seo, & Kim, 2021) International Journal of Hospitality Management x x 312 Organizacija, V olume 55 Issue 4, November 2022 Research Papers Author Journal Methodological approach Research theme Revision / theoretical Qualitative Quantitative / modelling Technological application HR / Workers Education Business / operation manage- ment (Cillo, Gregori, Daniele, Caputo, & Bitbol-Saba, 2021) Journal of Knowledge Management x x (Chin, 2021) IBIMA Business Review Journal of Hu- man Resources Management Research x x (Duggal et al., 2021) IET Communications x (Esthela, Rafael, & Bayardo, 2021) Journal of Legal, Ethical and Regulatory Issues x x (Sivarethinamohan, Kavitha, Koshy, & Toms, 2021) International Journal of Systematic Innovation x x (Mondal & Samaddar, 2021) The TQM Journal x x (Taverner, Trojan, Simion, & Szkudlarek, 2021) Cultural Management: Science and Education x x (Margherita & Braccini, 2021) Technological Forecasting and Social Change x x (Alvarez-Aros & Bernal-Torres, 2021) Anais da Academia Brasileira de Ciên- cias x x (Carayannis & Morawska-Jancele- wicz, 2022) Journal of the Knowledge Economy x x (Nourmohammadi, Fathi, & Ng, 2022) Computers and Operations Research x x (Shahbakhsh, Emad, & Cahoon, 2022) Asian Journal of Shipping and Logistics x x (Fonda & Meneghetti, 2022) Sustainability (Switzerland) x x (Gürdür Broo et al., 2022) Journal of Industrial Information Inte- gration x x (Sindhwani et al., 2022) Technology In Society x (Nguyen, Duong, Nguyen, Zhu, & Zhou, 2022) International Journal of Production Economics x x Table 2: Authors, journals, research method, and theme (continues) 5.1 Technological Application in Industry 5.0 The main aspect of the theme Technological Applica- tion in I5.0 is to observe the contribution of technological application in business and operations management. This research theme relates to three papers (Fraga-Lamas et al., 2021; Javaid et al., 2020; Pillai et al., 2021). One approach to this theme emphasizes that I5.0 con- sists of innovative technologies that connect wirelessly and can enhance automation in manufacturing and health- care (Javaid et al., 2020). The discussion of potential ap- plications of I5.0 technologies to create a smart healthcare environment with real-time capabilities in the context of COVID-19 is based on theoretical studies. Considering the impact of COVID-19, specifically in the hospitality in- dustry, I5.0 technologies center on customer journeys that could ensure hygiene, cleanliness, and safety (Pillai et al., 2021). Other approaches in this theme call attention to the IoT technologies and their potential for the digital transi- tion toward sustainability. However, the study we present indicates that they are not contributing to the Sustainable Development of the IoT sector itself (Fraga-Lamas et al., 2021)—an open space for advancing an understanding of the relationship between digital transition and sustainabil- ity. 313 Organizacija, V olume 55 Issue 4, November 2022 Research Papers 5.2 Human Resources (HR) and Workers in Industry 5.0 The theme Human Resources (HR) and Workers in I5.0 encompasses most of the papers in this SLR (Brunzini et al., 2021; Esthela et al., 2021; Ojstersek et al., 2021; Orlova, 2021). They focus mainly on human-robot col- laboration and its potential to improve safety, ergonom- ics, and productivity. Such applications positively impact workers´ well-being (Nourmohammadi et al., 2022). In general, robots can perform repetitive, labor-intensive, or dangerous work, while humans can work on customization and thinking critically and radically, in and out of the box. The adoption of new technologies requires both time and investment. The main challenge comes from equipping people with the necessary technical and soft skills (Chin, 2021). The establishment of human-robot collaboration de- mands a collaborative workplace (Ojstersek et al., 2021), in which personalization in labor relations with employ- ees is a key element (Orlova, 2021). Also, it demands of workers new skills, capabilities, and competencies (Ávi- la-Gutiérrez et al., 2021). Technologies, such as virtual training, sensing technologies, and machine cognition, have the potential to support workers´ adaptation to I5.0 (Nahavandi, 2019). However, the reskilling of workers has a huge cost and substantial risk, due to the significant distance between traditional and digital competencies (de Miranda et al., 2021). Micro, small, and medium-sized en- terprises could face particular challenges with such costs, as well as with access to proper training programs (Fonda & Meneghetti, 2022). The main point is how to achieve a fair balance between capital development and labor wel- fare (Margherita & Braccini, 2021). In general, I5.0 demands the ability to work with data, knowledge of interaction with computers, robots, and ma- chines, and technical know-how in the areas of sustainable development, interdisciplinary knowledge, and mastering product, process, and system complexity (de Miranda et al., 2021). Soft skills are in the roll, including the art of communication and the ability to think in a creative and critical manner (Chin, 2021), as well as green skills or those that relate to the environment (Taverner et al., 2021). Despite these generic suggestions of abilities and skills, the literature calls attention to I5.0 presenting with un- known skills, competencies, and characteristics, due to its recent appearance in concept and little practical applica- tion (Shahbakhsh et al., 2022). In addition, the question arises of whether reskilling workers and upgrading their competences to I5.0 creates different needs and requires different approaches between developed economies and emerging economies (Alva- rez-Aros & Bernal-Torres, 2021). Developed economies prioritize technological advances through a more compre- hensive R+D-plus-innovation system, to build technology and prioritize operability throughout the supply chain. Emerging economies attend main aspects like sustainabil- ity and business survival that the results and its structure reflect. They do not prioritize the technological vanguard and prefer the adoption or appropriation of technology that impacts technological competitiveness. Such contexts characterize training and education of the workforce. In developed economies, the orientation of such personnel elements as the competencies, abilities, and skills of the personnel moves toward engineering techniques educa- tion, technological knowledge, and soft skills. In emerging economies, the need to develop the general skills arises but is not a priority, nor does it represent the same commit- ment as in developed economies. Planning the transition to I5.0 involves human re- sources (HR). The literature presents five critical catego- ries of human factors to consider: cohesive force (related to coordination and culture), motivating force (linked to job satisfaction, commitment, and flexibility), regulating force (concerning ethics and mindfulness), supporting force (regarding leadership, training, individual competen- cies), and functional force (related to responsiveness and interpersonal relationships) (Mondal & Samaddar, 2021). Without having concrete answers yet on how to leverage such transitions, the workforce strategies in the digital fu- ture should consider organization goodwill, collaborative training, organizational culture, clear purpose with the best talent, and freelance projects per demand (Cillo et al., 2021). HR challenges include how to implement and man- age the transition to I5.0, considering both organizational and workforce perspectives. Still in this theme, ethical concerns regarding the im- pact of technologies on humans arise. These include in- formation and communication technologies and robotic engineering (Longo et al., 2020). The literature discuss- es ethical concerns that relate to job positions and work- ers, due to extensive replacement of human labor with machines, and to decision-making activities (Margherita & Braccini, 2021). Other concerns refer to human-ro- bot co-working that could promote psychological issues around the lack of social interaction, with the potential to shrink the human workforce (Longo et al., 2020). 5.3 Education and Training in Industry 5.0 The literature in the Education theme focuses on Engineering Education (Gürdür Broo et al., 2022), the role of universities in the digital transformation (consid- ering the social context inherent in I5.0) (Carayannis & Morawska-Jancelewicz, 2022), and the factors explaining social science students’ resilience in dealing with the fu- ture I5.0 (Rachmawati et al., 2021). In the I5.0 context, factors and trends that forge the profile and competencies of the engineers will influence 314 Organizacija, V olume 55 Issue 4, November 2022 Research Papers engineering education. The I5.0 environment will likely include social and environmental aspects in addition to utilizing data and technological advancements. We select- ed twelve influencing factors to consider in I5.0 education: automation, connectivity, data, data ethics, electrification (to deliver equivalent energy service with less energy input), higher education environment, AI, labor market, SDG, technological development, trust in technology, and lifelong learning (Gürdür Broo et al., 2022). Accordingly, higher education institutions should rethink their strategies concerning lifelong learning and transdisciplinary educa- tion; sustainability, resilience, and human-centric design modules; hands-on data fluency and management courses; knowledge of human-agent, machine, robot, and computer interaction (Gürdür Broo et al., 2022). The role of the university in digital social innova- tion—in line with I5.0 concepts—calls for rethinking. Three proposed pillars would support such alignment: (i) a university provides knowledge that supports creating in- novation; (ii) a university shares its tangible and intangible assets; (iii) a university supports (digital) social innovation development by advising social innovators and involving interested parties. University response to I5.0 should: (i) create proper structure and mechanisms supporting the development and implementation of social and digital transformation; (ii) promote cross-sector and multi-actor collaboration; (iii) incentivize utilization of AI wherever it can offer benefits to the economy and society; (iv) promote new curricula that focus on green, digital quantitative, and ethical skills necessary to ensure the effective and appro- priate utilization of AI. Apart from digital, green skills, and digital literacy, those programs must also teach cogni- tive skills (critical thinking, creative thinking), social and emotional skills (empathy, cooperation), and practical and physical skills (communication and technology devices) (Carayannis & Morawska-Jancelewicz, 2022). Changing universities to an I5.0 context demands stu- dent adaptation and resilience. One study in this theme is a survey that indicates the resilience of social science students considering I5.0 challenges. Such resilience in- cludes having the knowledge and skills to deal with diffi- cult situations and the efficacy to face them; good personal qualities; the ability to contribute to oneself and others; the skills to overcome difficulties positively and adaptively; control of actions and decisions (Rachmawati et al., 2021). Interestingly, the main aspects relate to personal abilities, likely relevant to universities and higher education institu- tions and HR areas in preparing their programs. 5.4 Business and Operations Management in Industry 5.0 The literature that relates to this theme illuminates (though without answers) how a firm could innovate its business model and adopt human-centrism as its cultural mindset (Mihardjo, Sasmoko, Alamsyah, et al., 2019). It also presents some challenges that could influence busi- ness models—challenges in improving people compe- tence, a culture of innovation and process regarding the use of technologies, customer experience based on collab- orative platforms, and organizational agility (Mihardjo, Sasmoko, & Elidjen, 2019). Increasing customer experi- ence demands considering investments and co-creation (Mihardjo, Sasmoko, Alamsyah, et al., 2019) in the busi- ness model. A good possible starting point for rethinking I5.0 business models is considering the umbrella of sus- tainable business practices (Madsen & Berg, 2021). I5.0 also affects all ecosystems. The reorganization of the production process starts within the business perspec- tive and spreads toward all ecosystem components. Such aspects promote the participation of all stakeholders who contribute to feeding the circuit of knowledge-creation and sharing (Carayannis, Dezi, et al., 2021). The development of I4.0 technologies still cannot achieve the desired outcomes and has neglected the envi- ronment by prioritizing machines over humans. Therefore, I5.0 focuses on concepts of sustainability, bioeconomy, and a collaborative environment of technology and human beings, thus establishing a resilient industry that incorpo- rates human social values (Frederico, 2021; Sindhwani et al., 2022). The I5.0 human-centric technologies could pro- vide excellent protective support through the use of intelli- gent devices, systems, automation, and material (Javaid & Haleem, 2020). However, the focus of intelligent “things” alone on the environment is not enough; technologies also should economically sustain business activities (Rahman et al., 2019). Customer relationships, supply chains, and ecosystems will increasingly integrate digital technologies and green computing (Pathak et al., 2019; Rahman et al., 2019). Emphasis on enablers will boost progress toward meeting select criteria for resiliency in I5.0: bionic tech- nologies; IoT; sustainable agricultural production; ad- vanced simulation; big data (Sindhwani et al., 2022). 6 Discussion and Future Avenues for Research This study sheds light on the topical issue of I5.0. The researchers perceive this as the first study that ana- lyzes I5.0 through the lens of the business and operations management literature. Now, we present the discussions that relate to each research question and suggest future re- search avenues. The first research question (RQ1) is “How is Industry 5.0 positioned in the operations management and busi- ness management literature?”. The findings indicate that despite the European Commission’s recognition in 2021 of a relevant paradigm, in which organizations surpass 315 Organizacija, V olume 55 Issue 4, November 2022 Research Papers digital transformation (Dixson-Declève et al., 2021), the I5.0 idea and concepts bubbled up from the exposure by Michael Rada in 2015 (Rada, 2017). The screening filters used to perform this study and produce the SLR identified the publication of the first academic articles in 2019 (five papers). In 2020, three papers appeared, and in 2021 and the beginning of 2022, the subject of I5.0 gained strength. Journals with high CiteScore ratings (Scopus) published papers relating to I5.0 . This study contributes to the literature in business and operations management, in the context of I5.0, by indicat- ing a greater presence of conceptual and theoretical studies in the first publications. Out of 40 papers, 20 are theoreti- cal or conceptual. No papers present practical applications of I5.0 in the global scope of operation or business man- agement, suggesting possibilities for future studies focus- ing on applied research in I5.0 and its impact on businesses and operations management. The SLR results indicate a strong association between I5.0 and Society 5.0. Although for some authors the con- cept of Society 5.0 (Chin, 2021) is broader than that of I5.0, the literature offers no clear, consensual definition. Despite its correlation with Society 5.0, this study shows that most papers study I5.0 from the perspective of chal- lenges to workers and HR departments and/or the need to reskill workers (Shahbakhsh et al., 2022; Sivarethinamo- han et al., 2021). This study contributes to the literature by indicating the need to deeply understand Society 5.0 and I5.0 definitions and limits, correlations, and comple- mentarity and to enlarge the scope and means of potential contributions from I5.0 to Society 5.0. The second research question (RQ2) is “Which are the research themes in Industry 5.0 literature seen through the lens of operations management and business manage- ment?”. This study answers this question and contributes to the literature by proposing four themes for classifying the selected papers: Technological Applications, Workers and Human Resources, Education and Training, and Busi- ness and Operations Management in I5.0. In the theme Technological Applications in I5.0, two conceptual theoretical papers discuss possibilities for us- ing innovative technologies to enhance automation in manufacturing (Javaid & Haleem, 2020) and healthcare (Pillai et al., 2021). One presents a case of digital technol- ogies to improve operator safety and results (Fraga-Lamas et al., 2021). This study contributes to the literature by in- dicating the lack of papers that analyze the role of techno- logical applications in business performance or operations management. The scope of the present literature centers on operator safety, certainly relevant, and on automation, which the I4.0 literature discusses (Bravi & Murmura, 2021; Correia Simões et al., 2020). The literature is still missing practical contributions and frameworks for how technology in the I5.0 context could contribute to business and operations management. Most of the literature concentrates on the theme of Workers and Human Resources in I5.0. However, discus- sions in the I5.0 papers invert the role of technology to humans, asserting that technology should serve humans (Chin, 2021). In addition, the I5.0 literature emphasizes human-robot collaboration and its potential to improve safety and productivity, not necessarily well-being. Also, this study contributes to the literature by indicating that human-robot collaboration demands new worker skills, capabilities, and competencies, still in generic form, e.g., work with data and knowledge of interaction with com- puters (de Miranda et al., 2021). One unsolved question is how to achieve the balance between the investment in new technologies (Chin, 2021) and the huge costs to reskill workers (de Miranda et al., 2021), considering the poten- tial need for yet unknown skills (Shahbakhsh et al., 2022) for HR to manage in the context of I5.0. This study con- tributes to the literature by identifying that the competency profiles, abilities that all functions and organizational com- petencies require, have generic descriptions (Cillo et al., 2021; Fonda & Meneghetti, 2022) but are still unknown. Will mature workers demand more training in new skills than younger generations? How do experience and maturi- ty impact the new context? This study also identifies ethical concerns regarding human-robot collaboration. Concerns on potential ethical issues when humans relate to the use of information and communication by digital systems, as well as psycholog- ical issues have been added to discussion (Longo et al., 2020). Although the focus of this theme is the human-robot collaboration, the literature fiercely points out the poten- tial extensive replacement of human labor with machines (Margherita & Braccini, 2021). This study contributes to the literature by indicating that human-robot collaboration in the I5.0 literature, in which the human-centric approach is the direction to go, is a cultural, organizational, eco- nomic, and social challenge, without answers or practical analyses. The third theme, Education and Training in I5.0, re- inforces the need for lifelong learning for workers in a context of constant challenges (Gürdür Broo et al., 2022), highlighting the challenge to workers resident in the pre- vious theme. This study contributes to the literature by signaling that universities and educational institutions face severe challenges in the context of I5.0. For exam- ple, digital and technological advancements in engineering courses are not enough (Gürdür Broo et al., 2022). Trans- disciplinary education, cognitive skills, social and envi- ronmental aspects that technologies support (Carayannis & Morawska-Jancelewicz, 2022; Gürdür Broo et al., 2022) require consideration. Such challenges redefine the role of universities in supporting the I5.0 so that its results indeed contribute to a fairer society. The practical results on how to implement these considerations are yet unknown. 316 Organizacija, V olume 55 Issue 4, November 2022 Research Papers Table 3: Main findings and further avenues for research Research Question Findings and Considerations Further Avenues for Research in I5.0 RQ1: How is I5.0 positioned in the business and man- agement literature? The first academic paper was published in 2019. The SLR iden- tified 40 papers in 30 different journals; journals have CiteScore (Scopus) until 22.7; from 40 papers, 20 are theoretical or concep- tual I5.0 correlates with Society 5.0; practical results from I5.0 imple- mentation are not available yet; conceptual limits between I4.0 and I5.0 are not clear yet. Deeply understanding Society 5.0 and I5.0 defi- nitions, limits, correlations, and complements. The findings evidence the novelty of the subject I5.0 through the lens of business and operations management; however, the subject is still in its infancy. Analyzing practical applications of I5.0 and its implications for business results and operations management. RQ2: Which are the research themes in Industry 5.0 litera- ture seen through the business and operations manage- ment lens? Theme 1: Technological Application in I5.0. The literature has been centered on operators´ safety and auto- mation. The role of technological application and how it could affect busi- ness performance and operations management are still missing. Proposing frameworks and presenting practical contributions on how digital technologies applied in the context of I5.0 could contrib- ute to business performance and operation management. Theme 2: Human Resources (HR) and Workers in I5.0. Human-robot collaboration is the main focus. It will demand new skills, capabilities, and competencies from workers and managers, still presented in a generic way in the literature. How to achieve the balance between the investment in new tech- nologies and the costs to reskill the workers is one point to unveil. HR departments will have to reorganize soon, but for now, new competencies, profiles, and abilities of workers and organizational infrastructure and culture are unknown. Ethical concerns regarding human-robot collaboration came up, taking into account the potential use of information and commu- nication by digital systems as well as psychological stress. Analyzing the new skills, capabilities, and com- petences of workers and managers and how to develop them in the context of human-robot collaboration. Studying how to balance investments in new technologies and the huge costs to reskill the workers, determining the limit of the use of digital technologies under the economic perspective. Studying the limits and potential impacts on so- ciety from the potential extensive replacement of human labor with machines. Analyzing the ethical and psychological issues for humans related to the use of information and communication by digital systems. Theme 3: Education and Training in I5.0 The need for lifelong learning by workers. Universities and educational institutions must provide transdis- ciplinary education, cognitive skills, social and environmental aspects, supported by digital technologies. Analyzing the challenges to universities and educational institutions in the context of I5.0, as well as the role of universities and curricular structure for a human-centric, resilient, and sustainable approach. Theme 4: Business and Operations Management in I5.0. The need to innovate in business models, putting humans in the center as a cultural mindset has predominantly focused on the competencies of the workers and the need to reskill them. The aspect customer / consumer of the business model 5.0 has been restricted to improve customer experience based on digital technologies. The literature mentions the need to evolve all stakeholders from the ecosystem to improve businesses´ performance in the context of I5.0. There is a lack of answers on how to put humans in the center of business, including the ones outside of the organization but it could affect. Studying how to innovate in business models putting humans in the center, not only as work- ers but also considering customers, partners, society. Proposing how to measure environmental and social value generation. Analyzing the contribution and impact of I5.0 implementation on business performance. 317 Organizacija, V olume 55 Issue 4, November 2022 Research Papers The last theme, Business and Operations Management in I5.0, calls out the need to innovate in business models that put humans at the center, as a cultural mindset (Mi- hardjo, Sasmoko, Alamsyah, et al., 2019). However, this study indicates that, until now, most of the literature has put humans in the center by discussing worker competencies that require reskilling in the I5.0 environment. On the oth- er hand, some authors suggest improving customer expe- rience based on digital technologies (Mihardjo, Sasmoko, & Elidjen, 2019). The perspective includes evolving all stakeholders from the ecosystem when considering I5.0 implementation (Carayannis, Dezi, et al., 2021). This study points out that the literature’s main perspective is still internal to the organization, restricted to workers and competencies, supply chain, or ecosystem. We contribute by indicating the lack of studies considering the impact of I5.0 on business and operations management. How to put humans at the center of businesses, including those outside of the organization that it could affect, remains without an- swers or practical studies. Regarding businesses, the main challenges for I5.0 are social heterogeneity in terms of value and acceptance; measurement of environmental and social value gener- ation; integration, from customers across entire value chains to SMEs; interdisciplinary research and system complexity; ecosystem-oriented innovation policy with an agile outcome orientation; productivity; and large invest- ments (Xu et al., 2021). However, practical applications to overcome challenges are not evident. This lack of practical results indicates how interesting and prosperous the field of I5.0 could be to businesses and operations research, if deeply analyzed. In the scope of the last theme, we analyze the third research question (RQ3) (“How does the Industry 5.0 lit- erature present the role and contribution of Industry 5.0 for sustainable development?”). Surprisingly, despite the I5.0 revolution’s call for a step forward toward achieving Sus- tainable Development Goals, by having research and inno- vation drive the transition to a sustainable, human-centric, and resilient industry (Breque et al., 2021), the results of this study indicate that studies focusing on the contribu- tion of I5.0 to sustainable development are scarce. Some studies suggest reinforcing the role of bioeconomy (Fred- erico, 2021) to leverage the results of I5.0 for the planet. The notion of applying Intelligent systems to sustainable agriculture has arisen (Javaid & Haleem, 2020). A circu- lar economy, linked to long-term vision rather than short- term overproduction and consumption models, appears as an element for consideration (Dixson-Declève et al., 2021) but without practical studies. This study contributes to the literature by indicating that I5.0 papers focusing on the alignment of digital technologies with SDG goals still do not show effective results. Therefore, how I5.0 could effectively leverage the contribution to sustainable devel- opment requires further studies. Table 3 presents a synthesis of the main findings that relate to each research question, as well as further avenues for research based on the results and analysis of this study. This study was limited to an SLR, centered on the Scopus and Web of Science databases. The previously defined research area aimed to encompass papers on I5.0 in areas that study business and operations management. However, some papers addressing the subject and scope of this research could not join the defined research area. The authors conducted the categorization of the papers into four themes, through individual analysis followed by dis- cussion. This understanding and categorization could as- sume different approaches performed by a different group of authors. 7 Conclusion This study focuses on a topical issue: Industry 5.0 (I5.0). I5.0 aims to include human, social, and sustainabil- ity aspects amid the current and highly focused technolog- ical scope of I4.0 (Gürdür Broo et al., 2022). To the best of the authors´ knowledge, no study has been conducted to proceed with an SLR through the lens of business and management operations literature. Although the literature Research Question Findings and Considerations Further Avenues for Research in I5.0 RQ3: How does In- dustry 5.0 literature present the role and contributions of I5.0 for Sustainable Development? Despite the literature mentioning that I5.0 should relate to SD and the role of enterprises is to contribute to a better world, the literature does not emphasize the role of I5.0 for SD. Even in the word cloud (Figure 2), this connection does not appear. Shyly, some practices and approaches such as circular economy and bioeconomy have been mentioned. However, detailing or pro- posing how I5.0 effectively could contribute to SD is still missing. Additionally, it is suggested that business models for sustainability could be the basis for organizations that intend to implement I5.0 focusing on SD. This aspect needs to be unveiled. Proposing frameworks and analyzing practical studies on how I5.0 contributes to SDGs and/ or sustainable development. Circular economy, bioeconomy, sustainable business models, ecodesign, and other approaches could be integrated into these studies. Table 3: Main findings and further avenues for research (continues) 318 Organizacija, V olume 55 Issue 4, November 2022 Research Papers is still recent and scarce, a growing trend toward discus- sions about I5.0 by academic and practical audiences is ev- ident. This study contributes to these academic discussions by analyzing how the business and operations manage- ment literature presents the implementation of I5.0 and its impacts on businesses. Papers were grouped according to four different themes to organize the analysis and discus- sion, the basis for suggesting future avenues for research to advance the studies in this field. Practical insights for managers and decision-makers could emerge from this study. However, few field results are available yet. Concerns about balancing investments in digital technologies and reskilling workers and managers in a human-robot-collaboration context require considera- tion. Also, uncertainties of this new revolution challenge HR preparations to look ahead and plan. The literature has not yet deeply explored the field regarding innovative business models to insert the organization into the I5.0 era, considering sustainable issues and human-centric ap- proaches behind workers´ qualifications and safety. These two aspects, new economic orientation and business mod- els, as well as sustainability issues and human-centric ap- proaches, seem to be the great challenge for such actors as organizations, governors, and universities. Will new economic orientation and business models be possible, or is this just utopian? Some emerging lights are coming up, and putting our academic lens on them is the minimum contribution to a better planet. References Alvarez-Aros, E. L., & Bernal-Torres, C. A. (2021). Tech- nological competitiveness and emerging technologies in industry 4.0 and industry 5.0. Anais Da Academ- ia Brasileira de Ciencias, 93(1), 1–20. https://doi. org/10.1590/0001-3765202120191290 Ávila-Gutiérrez, M. J., Aguayo-González, F., & Lama- Ruiz, J. R. (2021). Framework for the development of affective and smart manufacturing systems using sen- sorised surrogate models. Sensors, 21(7). https://doi. org/10.3390/s21072274 Barata, J. (2021). 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Journal of Manufacturing Systems, 61, 530–535. https://doi.org/10.1016/j.jmsy.2021.10.006 Miriam Borchardt, Dr., is a senior lecturer in production engineering at Vale do Rio dos Sinos University, Brazil. Her research is focused on service and manufacturing operations, quality and production management, sustainable development, innovation, and social business. Her experience as a Practitioner includes manufacturing and service industries. Giancarlo Medeiros Pereira, Ph.D. in Production Engineering, is an Industrial Marketing Consultant. His experience as a Practitioner includes projects in several industries. Dr. Pereira currently holds the Senior Researcher position at Vale do Rio dos Sinos University (UNISINOS). He has been researching service operations, industrial and service marketing, sustainability, entrepreneurial universities, and value co-creation. Gabriel Sperandio Milan, Ph.D. in Production Engineering and Post-Doctor in Administration in the Area of Marketing, He is a professor and researcher at Vale do Rio dos Sinos University (UNISINOS), Brazil. He currently has been researching operations management, marketing, and consumer behavior. He is a Business Consultant in several industries. Annibal Scavarda, Dr. in Engineering, is a senior lecturer in production engineering at the Federal University of the State of Rio de Janeiro (UNIRIO), Brazil. His research focuses on supply chain management, service operations, sustainability, and Industry 4.0 applied to healthcare industry. 321 Organizacija, V olume 55 Issue 4, November 2022 Research Papers Industrija 5.0 onkraj tehnologije: analiza z vidika literature o poslovanju in upravljanju operacij Ozadje/namen: V primerjavi z industrijo 4.0 (I4.0), kaže industrija 5.0 (I5.0) na bolj sistemsko preobrazbo, ki vključu - je poslovne inovacije, katere spodbujajo prehod na trajnostno, na človeka osredotočeno in odporno industrijo. I5.0 pomeni ponoven razmislek o poslovnih modelih, ekosistemih, upravljavskih praksah itd. ob prehodu v smeri trajno- stnega razvoja. Kljub novosti I5.0 in naraščajočemu zanimanju za to temo je literature še vedno malo. Zato je cilj te študije analizirati stanje tehnike in razumeti pristope, ki sestavljajo študijo I5.0, z vidika poslovnega in operativnega upravljanja. Metoda: Izdelali smo sistematičen pregled literature skozi optiko literature o poslovanju in upravljanju operacij. Rezultati: Določene so bile štiri glavne teme: (i) tehnološka uporaba, (ii) človeški viri in delavci, (iii) izobraževanje ter (iv) poslovno in operativno upravljanje. Za vsako temo so predstavljene posledice, prihodnje poti in praktični premisleki. Zaključek: Večina študij I5.0 se je osredotočila na človeške vire in delavce, in razpravlja o vlogi tehnoloških aplikacij pri varnosti operaterjev. Kljub pozivom v literaturi o I5.0 k koraku naprej v trajnostnem razvoju, je študij na to temo malo. Prav tako v literaturi še vedno manjkajo praktični prispevki in okviri o tem, kako bi lahko I5.0 vplivala na po- slovno upravljanje. Ključne besede: Industrija 5.0, Industrija 4.0, Družba 5.0, Trajnostni razvoj, Sodelovanje človek-robot Edithe Oliveira Nogueira is a Production and Systems Engineering doctoral student at Vale do Rio dos Sinos University. Her research has been related to e-com- merce and the application of digital technologies in small and middle-sized enterprises. She is a lecturer in accounting and administration courses. Her profession- al experience includes accounting management, tax ac- counting, corporate and costs, controllership, auditing, and corporate tax planning. Leonel Calliari Poltosi, M.Sc., is a research engineer at the SENAI Innovation Institute in artificial intelligence applied to renewable energy generation processes. He is focused on research and development to improve green hydrogen production processes based on solar photovoltaics.