Purpose: Both technological and human-centric perspectives need to be acknowledged when combining lean production practices and Industry 4.0 (I4.0) technologies. This study aims to explore and explain how lean production practices and I4.0 technologies may coexist to enhance the human-centric perspective of manufacturing operations in the era of Industry 5.0 (I5.0).Design/methodology/approach: The research approach is an explorative and longitudinal case study. The qualitative data collection encompasses respondents from different job functions and organizational levels to cover the entire organization. In total, 18 interviews with 19 interviewees and five focus groups with a total of 25 participants are included.Findings: Identified challenges bring forth that manufacturing organizations must have the ability to see beyond lean production philosophy and I4.0 to meet the demand for a human-centric perspective in socially sustainable manufacturing in the era of Industry 5.0.Practical implications: The study suggests that while lean production practices and I4.0 practices may be considered separately, they need to be integrated as complementary approaches. This underscores the complexity of managing simultaneous organizational changes and new digital initiatives.Social implications: The research presented illuminates the elusive phenomena comprising the combined aspects of a human-centric perspective, specifically bringing forth implications for the co-existence of lean production practices and I4.0 technologies, in the transformation towards I5.0.Originality/value: The study contributes to new avenues of research within the field of socially sustainable manufacturing. The study provides an in-depth analysis of the human-centric perspective when transforming organizations towards Industry 5.0.

Purpose: This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for industrial digitalization could be understood through managers' perceptions of digital technology applications. This study complements earlier research focused on industry outcomes by addressing technological frames to understand how strategizing organizational capabilities within industrial digitalization may provide insight into socio-cognitive aspects which may affect technology-induced organizational change.Design/methodology/approach: The single case study uses 14 in-depth interviews collected over two years (October 2020 to February 2022). The study follows an interpretative research design exploring managers' perceptions of industrial digitalization through a digitalization project.Findings: The case study contributes to research by emphasizing socio-cognitive aspects through technological frames exploring how and why managers' perceptions of industrial digitalization affect strategizing organizational capabilities. The study contributes to practice by bringing attention to the disparate views of industrial digitalization. By illustrating how socio-cognitive aspects shape organizational capabilities, this study offers managers valuable insight into the relationship between an organization's capabilities, the individual and the shared structures affecting a digitalization project.Research limitations/implications: The case study is limited to Swedish manufacturing industries and is not aiming to be transferred or generalized to other industrial contexts or countries.Originality/value: This study recognizes that strategizing organizational capabilities depends on managers' ability to illuminate the socio-cognitive aspects. Hence, the study contributes to practice by bringing attention to the disparate views among managers on the enhancement efforts made using digital technologies.

In this article, an employee perspective has been applied in aiming to explore how organizations face challenges and take responsibility for industrial digitalization, thus extending the research on the human-centric perspective in relation to Industry 4.0 technologies. To give emphasis to the human-centric perspective, the co-workership wheel was applied to identify and analyze data. The findings of an explorative longitudinal qualitative case study consisting of 35 in-depth interviews with informants from a manufacturing company were used. Additional data collection consisted of documents and project meetings. By applying a human-centric perspective, llessons learned from this case study show that taking responsibility for industrial digitalization is challenging and the importance of an adaptive organizational culture and a focus on learning and competence are crucial. We argue that the findings give useful implications for manufacturing organizations navigating the challenges of industrial digitalization to sense and seize the benefits of Industry 4.0 technologies.

Contemporary manufacturing companies are navigating industrial digitalization anticipating increased production efficiency and competitiveness in a volatile environment. This study focuses on the implementation processes of digital tools for production planning and control (PPC), i.e., advanced planning and scheduling (APS) software, in relation to the application of analog planning with physical flow boards. Digital tools can support understanding the consequences of production changes and variations, hence facilitating adaptable and resilient manufacturing. However, technological changes can be daunting, and effective implementations require dynamic capabilities to remain competitive in elusive environments. The aim is to study the implementation processes of an APS software to understand the requirements of fruitfully moving from analog planning to next-generation digital tools for decision support in PPC. The paper presents an explorative case study, at a manufacturing company within the energy sector. The interview study took place over 9 months during 2020–2021, investigating current and retrospective aspects of the case across 2019–2021. The case study comprises 17 in-depth interviews with a range of company employees, e.g., logistics managers and functions responsible for digitalization development. The results highlight the challenges of implementing and especially trusting digital tools for PPC. To realize the value of digital tools for PPC, it is argued that it is imperative to simultaneously apply a human-centric perspective in decision making to ensure trustworthy, sustainable, and resilient human-data-technology nexus implementations towards smart manufacturing.

This single case explores micro-foundations of traditional manufacturing organizations' transforming capability to expand the understanding of organizing and continuously supporting an organization in adopting digital technologies. Data collection consisted of five focus groups and nine interviews. In total, 30 unique informants participated. Findings show how informants experience the organization to hem potential conversations due to the organizational structure and the need to communicate between functions. Hence, the potential positive effects of introducing digital technologies might be lost due to not recognizing the need for nonlinear clusters of individuals, groups, and in the end-the organization. By illuminating microfoundations in the transforming capability, this study shows the need to recognize structural and social aspects in the strategic work of implementing digital technologies.