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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]

Climate change, the growth in world population, high levels of food waste and food loss, and the risk of new disease or pandemic outbreaks are examples of the many challenges that threaten future food sustainability and the security of the planet and urgently need to be addressed. The fourth industrial revolution, or Industry 4.0, has been gaining momentum since 2015, being a significant driver for sustainable development and a successful catalyst to tackle critical global challenges. This review paper summarizes the most relevant food Industry 4.0 technologies including, among others, digital technologies (e.g., artificial intelligence, big data analytics, Internet of Things, and blockchain) and other technological advances (e.g., smart sensors, robotics, digital twins, and cyber-physical systems). Moreover, insights into the new food trends (such as 3D printed foods) that have emerged as a result of the Industry 4.0 technological revolution will also be discussed in Part II of this work. The Industry 4.0 technologies have significantly modified the food industry and led to substantial consequences for the environment, economics, and human health. Despite the importance of each of the technologies mentioned above, ground-breaking sustainable solutions could only emerge by combining many technologies simultaneously. The Food Industry 4.0 era has been characterized by new challenges, opportunities, and trends that have reshaped current strategies and prospects for food production and consumption patterns, paving the way for the move toward Industry 5.0. [ABSTRACT FROM AUTHOR]

The Fourth Industrial Revolution, also known as Industry 4.0, stems from the rapid advancement of digital technologies such as the Internet of Things and Cyber-Physical Production Systems. It has the potential to weave positive changes to firms and impact organizational structure layers. Therefore, it provides an impetus for the collaboration of factories, suppliers, and customers. Nevertheless, due to the difference of Industry 4.0 vision among companies, there is a lack of unified perception and approach of its implementation roadmap. Therefore, many firms in both developed and developing countries that step in the way of digital transformation encounter not only organizational, technological, and operational challenges but are also compelled to cope with a large deal of confusion. Hence, this paper aims to identify the main concepts, characteristics, and technology enablers related to Industry 4.0 to provide stakeholders with a clear understanding of this paradigm. It then clusters and matches the derived concepts and characteristics associated with Industry 4.0. Further, the paper provides an analysis of how these clusters are supported by technology enablers of Industry 4.0, as well as managerial implications. [ABSTRACT FROM AUTHOR]

One of the key aspects of digitalization brought by Industry 4.0 is driven by the Internet of Things. Perhaps, the most interesting component of digital transformation is Augmented Reality. Augmented reality is merging the digital and physical worlds in the same experience. This new technology is accepted and applications are initiated in various areas including manufacturing. The main usage area in manufacturing is planning, execution, and verification of the assembly and maintenance operations. Likewise, augmented reality is used in the training of inexperienced people and to guide them by remote expert support. However, the augmented reality application selection, especially for non-technology savvy manufacturing organizations is challenging. Detailed and time-consuming analyses are required to understand the key features to compare and select the most suitable augmented reality application. In this paper, the most critical nine augmented reality software selection criteria are identified. To help organizations to apply such criteria and make a selection that is most suitable for the enterprise, a multi criteria decision-making approach is suggested. The suggested method is based on a fuzzy spherical number. The complex proportional assessment method is used to calculate the rankings. Therefore, the suggested method is called SF-COPRAS. Moreover, the detailed definition of augmented reality features and terminologies is explained. Several augmented reality use-case scenarios are discussed for manufacturing organizations on their Industry 4.0 initiatives. This paper aims to guide decision makers on their augmented reality software selection journey. The offered framework aims to save time for investigating augmented reality solution features systematically and objectively. [ABSTRACT FROM AUTHOR]

The purpose of this study is to explore the emerging issue of Digital Transformation (DT) in the Greek fashion industry, which according to literature, is highly fragmented, populated by a large number of digitally immature SMEs and financially strained, even before the outburst of the COVID-19 crisis. This paper aims to explore the current level of knowledge, understanding and adoption of Digital Transformation from fashion companies in Greece, by evaluating the results of an online survey of sixty middle and top-level executives from the fashion industry. The descriptive analysis of the survey data reveals the aforementioned technology lag and -among other findings- showcases the need for a more comprehensive, efficient, structured, less fragmented and coordinated approach towards developing a digital strategy and implementation roadmap that will guide fashion companies through the harsh realities of the post-COVID19 era, as dictated and imposed by the 'next normal' for manufacturers and retailers all over the world. [ABSTRACT FROM AUTHOR]

Research abstract: This paper uses an essay format to set out the major issues of attracting FDI in times of digital business transformation. It departs from identifying the changing nature of international production patterns and altering profiles of MNEs due to fourth industrial revolution and discusses the implication of thereof on FDI policy designing and implementing. It diagnoses the likely evolution of such policy aiming at attracting digital FDI and outlines the related challenges. It draws on the case of Poland and argues that humbler, yet quality-oriented and selective approach the policymakers might need to adopt, should focus on providing the right conducive business environment among others by pursuing the smart industrial policy and by leveraging the clusters advantages. Managerial abstract: The changing nature of international production and altering profiles of MNEs due to fourth industrial revolution impact how the FDI policy is designed and implemented. By drawing on the case of Poland it can be argued that humbler, yet quality-oriented and selective approach the policy-makers might need to adopt, should focus on providing the right conducive business environment. This implies pursuing the smart industrial policy and leveraging the clusters advantages. At the same time, it would be crucial to support local companies as partners for such MNEs – i.e. to empower domestic firms and embed foreign firms. Facilitating further cluster developments might prove critical in embedding footloose MNEs and equip local entities to cope with new challenges of digital transformations. [ABSTRACT FROM AUTHOR]