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Assessing the digital maturity of companies is essential to prepare for digital transformation in the context of Industry 4.0. Several digital maturity assessment models have emerged in the past few years to support this evaluation. One obstacle for companies is the impossibility of easily comparing themselves to one another quantitatively or qualitatively. This paper introduces a new way to compare digital maturity models through a quantitative framework that is compatible with a wide variety of models. Comparisons are performed in the space of the keywords used to characterize key performance indicators (KPIs) that are reverse engineered from the models. The matches are encoded in a keyword matrix that is used to automatically compute the match level of KPI pairs. The framework has been validated on 13 state-of-the-art maturity models whose analysis resulted in the identification of 451 KPIs characterized using 263 keywords structured according to 12 dimensions and 58 subdimensions. [ABSTRACT FROM AUTHOR]

This study addresses the emerging concept of Industry 5.0, which aims to tackle societal concerns associated with the ongoing digital industrial transformation. However, there is still a lack of consensus on the definition and scope of Industry 5.0, as well as limited understanding of its technological components, design principles, and intended values. To bridge these knowledge gaps, the study conducts a content-centric review of relevant literature and synthesizes evidence to develop an architectural design for Industry 5.0. The findings reveal that Industry 5.0 represents the future of industrial transformation, offering potential solutions to socio-economic and environmental issues that were inadequately addressed or exacerbated by Industry 4.0. The study provides managers, industrialists, and policymakers with a comprehensive overview of Industry 5.0, including its technological constituents, design principles, and smart components, emphasizing the importance of stakeholder involvement and integration for effective governance of digital industrial transformation within this framework. [ABSTRACT FROM AUTHOR]

Unexpected crises such as the COVID-19 pandemic considerably influence business operations and supply chains worldwide. Therefore, many companies have adopted digitalization to address the rapidly changing environment. However, few studies have explored the mediating mechanism between digitalization and collaborative planning. Based on structural equation modeling, this study examines how digital transformation can improve collaborative planning through the mediating roles of management participation and information sharing. The results indicate that digital transformation significantly affects management and information sharing. Additionally, management participation and information sharing positively affect collaborative planning. However, this study reveals that digital transformation does not directly influence collaborative planning. Overall, owing to a lack of research exploring the mediating mechanism between digital transformation and collaborative planning, this study contributes to digitalization and manufacturing and provides valuable suggestions. Fundamentally, companies that want to develop digitalization and encourage collaborative planning should consider the effects of management participation and information sharing. [ABSTRACT FROM AUTHOR]