The fidelity of a maritime simulator refers to how realistic the representation of a vessel and its environment look, behave, and feel in real life. Despite the benefits of using simulators in maritime training and education, there is a lack of understanding of different debates on whether higher levels of fidelity translate into better training outcomes. Therefore, to investigate and summarise what is known about maritime simulator fidelity, we conducted a systematic literature review on the maritime simulator-based training literature from 2005 to 2021. We performed bibliometric, authorship, and content analyses of thirty-six references, including white and grey literature. The results show that simulator fidelity is divided into physical and functional fidelity. While the former includes the ergonomics layout of the bridge, visual system, vessel manoeuvrability, and hydrographic modelling, the latter involves training program design, simulator session design, and the role of the instructor. The results reveal that there is no prevalent tradition in the literature, a low number of citations, and the references are dispersed among many publications, authors, and institutions. Despite the fact that the prevalence of studies employing high-fidelity simulators can positively impact training, most of the studies are based on subjective evaluation, if any evidence is provided, and were produced by Scandinavian and European institutions and researchers. To address these limitations, we propose a research agenda containing three recommendations.

In this paper, we investigate the relationship between organizational culture (OC) profiles and the adoption of Industry 4.0 (I4.0) design principles. We surveyed 153 middle and senior managers from Brazil and India, whose manufacturing companies have been implementing I4.0. Participants provided answers regarding the perceived OC characteristics that prevail in their companies, which were assessed based on the Competing Values Framework. We also collected data on the adoption levels of I4.0 design principles, whose analysis was conducted through the utilization of multivariate data analysis techniques. Our results indicated that, depending on the I4.0 design principle, OC profiles (Clan, Adhocracy, Market and Hierarchy) may either corroborate or impair its adoption, allowing the verification of the hypothesized relationships. The understanding of the association between OC profiles and I4.0 design principles provides practitioners with arguments to identify possible problems during their digital transformation. As changes in OC require significant efforts and are usually time-consuming, companies that can anticipate those issues might face a smoother transition towards the Fourth Industrial Revolution, hence, obtaining competitive advantages.