Purpose: The purpose is to apply the co-workership approach to contribute guidelines for manufacturing managers to exploit the potential of digital technologies through a human-centric perspective.Design/methodology/approach: A longitudinal single case study within manufacturing including a mix of qualitative methods with 18 in-depth interviews and focus groups with 25 participants covering all organizational levels and functions.Findings: Findings demonstrate that to re-interpret manufacturing management through the lens of Industry 5.0 (I5.0), managers need to respond to the call for a more human-centric perspective by focusing on organizational prerequisites, such as holistic understanding, inclusive organizational change, leadership practices, learning and innovation processes.Research limitations/implications: Limitations due to a single case study are compensated with rich data collected over time with the strengths of mixed methods through in-depth interviews and focus groups with participants reflecting and developing ideas jointly.Practical implications: Managers’ awareness of organizational prerequisites to promote human perspectives in all functions and at all levels in digital transformation is pivotal. Thus, proposed organizational prerequisites are presented as managers’ guidelines for future innovative manufacturing.Social implications: Findings emphasize the need for digital transformation managers to apply a human-centric perspective acknowledging how organizational changes affect the inclusion of employees, and thus challenge culture, structure, communication and trust toward I5.0.Originality/value: The study contributes to the emerging field of I5.0 by applying an interdisciplinary approach to understand the elusive phenomena of enfolding technology and humans.

Purpose: The wood construction industry has been described as slow in adapting efficiency-increasing activities in its operations and supply chain. The industry is still facing challenges related to digitalization, such as fragmentation, poor traceability and lack of real-time information. This study evaluates the status of digitalization in construction supply chains by thematically analyzing the existing literature and mapping research trends.Design/methodology/approach: A review of the key literature from 2016 to 2021 was performed. The results highlight various technologies and their applications within supply chains and identify research gaps, especially between theoretical frameworks and actual implementation using a scientometric-thematic analysis.Findings: This paper provides a conceptual framework to further aid researchers in exploring the current trends in Supply Chain 4.0 and its applications in the wood construction industry compared to other more advanced industries. Suggested directions for future research in the wood construction Supply Chain 4.0 are outlined.Originality/value: The existing literature still lacks a comprehensive review of the potential of a digitalized supply chain, especially in the construction industry. This framework is pivotal to continue explaining and observing the best ways to accelerate and implement Supply Chain 4.0 practices for digitalized supply chain management (SCM) while focusing specifically on the wood construction industry. The literature review results will help develop a comprehensive framework for future research direction to create a clearer vision of the current state of digitalization in supply chains and focus on the wood construction supply chain, thus, fully achieving the benefits of Supply Chain 4.0 in the wood construction industry.

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.

Building information modelling is gradually being recognised by the architecture, engineering, construction, and operation industry as a valuable opportunity to increase the efficiency of the built environment. Focusing on the wood construction industry, BIM is becoming a necessity; this is due to its high level of prefabrication and complex digital procedures using wood sawing machines and sophisticated cuttings. However, the full implementation of BIM is still far from reality. The main objective of this paper is to explore the barriers affecting BIM implementation in the Swedish construction industry. An extensive literature review was conducted to extract barriers hindering the implementation of BIM in the construction industry. Secondly, barriers to the implementation of BIM in the wood construction industry in Sweden were extracted using the grounded theory methodology to analyse expert input on the phenomenon of low BIM implementation in the wood construction industry in Sweden. Thirty-four barriers were identified. The analysis of this study also led to the development of a conceptual model that recommended solutions to overcome the barriers identified to help maximise BIM implementation within the wood construction industry. Identifying the main barriers affecting BIM implementation is essential to guide organisational decisions and drive policy, particularly for governments that are considering articulating regulations to expand BIM implementation.

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.

Purpose: Technological advancements and global societal changes reshapes manufacturing industry emphasizing needs for competence development of industrial professionals. The purpose of this paper is to study how organizational learning supports the development of academic structures, creating agile and sustainable formal educational models meeting novel competence needs. Design/methodology/approach: The qualitative case study, part of a longitudinal research study, focuses on internal academic processes supporting a new formal educational model. Qualitative data was collected through five focus groups, incorporating 32 informants from different HEI function categories. Findings: Changing traditional academic structures requires joint engagement between all HEI functions, emphasizing organizational learning with subprocesses of searching, creating, sustaining and exchanging knowledge in a learning loop. Results show a consensus among the different HEI functions regarding the value of the HEI’s coproduction with society; however, bureaucracy and academic structure hinder flexibility. Cross-functional teams building a “chain-of-trust” throughout the HEI coupled with full management support show opportunities to progress into a learning organization. Practical implications: Organizational learning within HEIs requires trustful and open communication, multifunction knowledge exchange, holistic views of processes and system thinking, achieved through cross-functional teams and continuous improvement through learning loops. Social implications: Industry-academic collaboration on formal education for lifelong learning needs to become both agile and resilience to meet technological advancement and sustainability. Originality/value: Novel technology, digitalization and sustainability gain ground and require that society and organizations, including academia, change and learn. This means that academia is meeting new challenges and needs to develop internal processes.