From industry 4.0 to industry 6.0 / edited by Carolina Machado, J. Paulo Davim.

Contributor(s): Machado, Carolina, 1965- [editor.] | Davim, J. Paulo [editor.]
Language: English Publisher: London, UK : Hoboken, NJ : ISTE Ltd ; John Wiley & Sons, Inc., 2025Copyright date: ©2025Description: 1 online resourceContent type: text Media type: computer Carrier type: online resourceISBN: 9781836690290; 9781394372775; 1394372779Subject(s): Industry 4.0Genre/Form: Electronic books.DDC classification: 658.4/038028 LOC classification: T59.6 | .F76 2025Online resources: Full text is available at Wiley Online Library. Click here to view.
Contents:
Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1. From Industry 4.0 Onward: Is There a Need for "Industry 6.0"? -- 1.1. Introduction -- 1.2. From Industry 4.0 toward Industry 5.0 -- 1.2.1. Limits of the technological developments -- 1.2.2. Discussions on the concept of i4.0 -- 1.3. Arguments for "Industry 6.0" -- 1.3.1. The Finnish white paper on i6.0 -- 1.3.2. New inputs for this concept -- 1.3.3. Possible outcomes on i6.0 -- 1.4. Is there a new industrial revolution? -- 1.4.1. What is an Industrial Revolution? -- 1.4.2. The debate on sociology of work -- 1.4.3. The emergence of the concept of Work 4.0: toward i5.0? -- 1.4.4. Socio-technical systems of i4.0 -- 1.5. Limits for an outcome -- 1.6. References -- Chapter 2. Industry 6.0 Transformation: Conceptual Transition Framework, Opportunities and a Research Agenda -- 2.1. Background -- 2.2. Theoretical background -- 2.2.1. Definition of Industry 6.0 -- 2.2.2. I1.0 to I6.0 inventions -- 2.2.3. Research gap with regard to I6.0 inventions -- 2.3. Methodology -- 2.4. Results and discussion -- 2.4.1. Opportunities under Industry 6.0 implementation -- 2.4.2. Factors to support the I6.0 implementation -- 2.4.3. Potential I6.0 benefits -- 2.4.4. Challenges that might hinder I6.0 implementation -- 2.5. I6.0 conceptual technological transition framework -- 2.5.1. Meaning of the transition framework -- 2.5.2. Transition framework constructs -- 2.6. Discussion -- 2.7. Conclusion and recommendations -- 2.7.1. Conclusion -- 2.7.2. Recommendations -- 2.7.3. Limitations of the study and future studies -- 2.8. References -- Chapter 3. Impact of Industry 6.0 on Human Cognitive Behavior -- 3.1. Introduction -- 3.2. Industry 5.0 versus 6.0 -- 3.2.1. Main differences between Industry 5.0 and 6.0 -- 3.2.2. Particular differences between Industry 5.0 and 6.0.
3.3. Risks of intellectual degradation in the era of Industry 6.0 -- 3.4. The erosion of human communication skills in the era of Industry 6.0 -- 3.5. The shift of decision-making in Industry 6.0 from human to intelligent systems -- 3.6. The new concept of "Intellectual Perishability" in Industry 6.0 and the risks of AI dependency in programming -- 3.7. The risk of job loss with the implementation of Industry 6.0 -- 3.8. Concluding remarks -- 3.9. References -- Chapter 4. Understanding the Metaverse -- A Holistic Approach of a Rapprochement with the Marketing Domain -- 4.1. Introduction -- 4.1.1. Problem statement -- 4.2. Literature review of the Metaverse (part 1) -- 4.2.1. Structural content analysis of scientific sources -- 4.2.2. Structural content analysis of non-scientific sources -- 4.2.3. Conclusion of part 1 -- 4.3. Luxury as an artifact of philosophy, phenomenology and culture in cyber-physical duality (part 2) -- 4.3.1. Luxury in the Metaverse -- 4.3.2. Culture, the Fifth Space -- 4.4. Toward an integrative model of marketing (part 3) -- 4.5. Conclusion -- 4.6. Epilogue -- 4.7. Appendix -- 4.7.1. Appendix 1: KNIME Built-in Stop List -- 4.7.2. Appendix 2: Manual Stop List -- 4.8. References -- Chapter 5. Model-Based Management -- A Safari of Essential Business Models -- 5.1. Introduction -- 5.2. Analysis of top management models -- 5.2.1. Ansoff's product/market grid model -- 5.2.2. BCG matrix model -- 5.2.3. CORE competencies model -- 5.2.4. Greiner's growth model -- 5.2.5. Market-driven organization model -- 5.2.6. The offshoring and outsourcing model -- 5.2.7. Road mapping model -- 5.2.8. Scenario planning model -- 5.2.9. Strategic dialogue model -- 5.2.10. Strategic HRM model -- 5.2.11. Strategic human capital planning model -- 5.2.12. The value disciplines of the Treacy and Wiersema model -- 5.3. Conclusions -- 5.4. References.
Chapter 6. Approaching the Portuguese Labor Market From a Gender and Generational Perspective in the Era of Industry 4.0, Robotization and Artificial Intelligence -- 6.1. Introduction -- 6.2. Theoretical framework -- 6.2.1. Context: making sense of gendered work across generations -- 6.2.2. Work, gender and generation -- 6.2.3. Organizational attributes: gender and generation differences -- 6.2.4. Remuneration, rewards and benefits -- 6.2.5. Social responsibility: quality of life at work/flexibility/work-family balance -- 6.2.6. Career development -- 6.2.7. Professional recognition -- 6.2.8. Training -- 6.2.9. Work relations -- 6.2.10. Gender and generations: the role of human resource management -- 6.3. Methodology -- 6.3.1. Ethical considerations -- 6.3.2. Objectives -- 6.3.3. Data collection procedure -- 6.3.4. Sample and participants -- 6.3.5. Data processing -- 6.4. Results and discussions -- 6.4.1. Participants -- 6.4.2. Descriptive analysis by generation -- 6.4.3. Association/correlation analyses -- 6.4.4. Association between gender and ordinal variables relating to perceptions -- 6.4.5. Spearman's correlations between ordinal variables -- 6.4.6. Limitations and implications -- 6.5. Conclusion -- 6.6. References -- Chapter 7. Add More Marketing to Marketing Doctoral Programs -- Answering Hunt and Yadav's Calls -- 7.1. Introduction -- 7.1.1. The research problem -- 7.1.2. Research objectives -- 7.1.3. Actuality/novelty of the research -- 7.1.4. Research questions -- 7.2. Literature review -- 7.2.1. Limitations -- 7.2.2. Method -- 7.2.3. Analyses -- 7.2.4. CA analysis/results -- 7.2.5. Contributing authors -- 7.2.6. Most influential papers -- 7.3. Conclusions -- 7.4. Discussion -- 7.5. References -- Chapter 8. Industry 6.0: Why Talk About It Now? -- 8.1. Introduction -- 8.2. Historical context: from the First to the Fifth Industrial Revolution.
8.3. The transition from Industry 5.0 to Industry 6.0 -- 8.4. Industry 6.0 -- 8.5. Fundamental differences between Industry 5.0 and Industry 6.0 -- 8.6. Industry 6.0: technological innovation, sustainability and human well-being -- 8.7. By way of conclusion -- 8.7.1. Why talk about Industry 6.0 now? -- 8.8. References -- List of Authors -- Index -- Other titles from ISTE in Systems and Industrial Engineering -- Robotics -- EULA.
Abstract: Industry 4.0 marked a revolution in industrial processes, introducing connectivity and digitalization as key elements to improve efficiency and productivity. However, technological evolution moves ever forward, and now the prospect of Industry 6.0 has emerged, a new era that promises to radically transform the way we view industrial production. Indeed, Industry 6.0 looks to go further, introducing revolutionary concepts that will redefine how we view industrial production. Conscious of this reality, From Industry 4.0 to Industry 6.0 highlights the importance and impact this technological evolution will have on the way today's organizations develop into proactive, innovative and competitive agents. Organized into eight chapters, From Industry 4.0 to Industry 6.0 can be used by various potential stakeholders, not only academics and researchers, but managers, engineers, practitioners and other professionals who develop their professional activity in different areas of management and engineering.
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Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1. From Industry 4.0 Onward: Is There a Need for "Industry 6.0"? -- 1.1. Introduction -- 1.2. From Industry 4.0 toward Industry 5.0 -- 1.2.1. Limits of the technological developments -- 1.2.2. Discussions on the concept of i4.0 -- 1.3. Arguments for "Industry 6.0" -- 1.3.1. The Finnish white paper on i6.0 -- 1.3.2. New inputs for this concept -- 1.3.3. Possible outcomes on i6.0 -- 1.4. Is there a new industrial revolution? -- 1.4.1. What is an Industrial Revolution? -- 1.4.2. The debate on sociology of work -- 1.4.3. The emergence of the concept of Work 4.0: toward i5.0? -- 1.4.4. Socio-technical systems of i4.0 -- 1.5. Limits for an outcome -- 1.6. References -- Chapter 2. Industry 6.0 Transformation: Conceptual Transition Framework, Opportunities and a Research Agenda -- 2.1. Background -- 2.2. Theoretical background -- 2.2.1. Definition of Industry 6.0 -- 2.2.2. I1.0 to I6.0 inventions -- 2.2.3. Research gap with regard to I6.0 inventions -- 2.3. Methodology -- 2.4. Results and discussion -- 2.4.1. Opportunities under Industry 6.0 implementation -- 2.4.2. Factors to support the I6.0 implementation -- 2.4.3. Potential I6.0 benefits -- 2.4.4. Challenges that might hinder I6.0 implementation -- 2.5. I6.0 conceptual technological transition framework -- 2.5.1. Meaning of the transition framework -- 2.5.2. Transition framework constructs -- 2.6. Discussion -- 2.7. Conclusion and recommendations -- 2.7.1. Conclusion -- 2.7.2. Recommendations -- 2.7.3. Limitations of the study and future studies -- 2.8. References -- Chapter 3. Impact of Industry 6.0 on Human Cognitive Behavior -- 3.1. Introduction -- 3.2. Industry 5.0 versus 6.0 -- 3.2.1. Main differences between Industry 5.0 and 6.0 -- 3.2.2. Particular differences between Industry 5.0 and 6.0.

3.3. Risks of intellectual degradation in the era of Industry 6.0 -- 3.4. The erosion of human communication skills in the era of Industry 6.0 -- 3.5. The shift of decision-making in Industry 6.0 from human to intelligent systems -- 3.6. The new concept of "Intellectual Perishability" in Industry 6.0 and the risks of AI dependency in programming -- 3.7. The risk of job loss with the implementation of Industry 6.0 -- 3.8. Concluding remarks -- 3.9. References -- Chapter 4. Understanding the Metaverse -- A Holistic Approach of a Rapprochement with the Marketing Domain -- 4.1. Introduction -- 4.1.1. Problem statement -- 4.2. Literature review of the Metaverse (part 1) -- 4.2.1. Structural content analysis of scientific sources -- 4.2.2. Structural content analysis of non-scientific sources -- 4.2.3. Conclusion of part 1 -- 4.3. Luxury as an artifact of philosophy, phenomenology and culture in cyber-physical duality (part 2) -- 4.3.1. Luxury in the Metaverse -- 4.3.2. Culture, the Fifth Space -- 4.4. Toward an integrative model of marketing (part 3) -- 4.5. Conclusion -- 4.6. Epilogue -- 4.7. Appendix -- 4.7.1. Appendix 1: KNIME Built-in Stop List -- 4.7.2. Appendix 2: Manual Stop List -- 4.8. References -- Chapter 5. Model-Based Management -- A Safari of Essential Business Models -- 5.1. Introduction -- 5.2. Analysis of top management models -- 5.2.1. Ansoff's product/market grid model -- 5.2.2. BCG matrix model -- 5.2.3. CORE competencies model -- 5.2.4. Greiner's growth model -- 5.2.5. Market-driven organization model -- 5.2.6. The offshoring and outsourcing model -- 5.2.7. Road mapping model -- 5.2.8. Scenario planning model -- 5.2.9. Strategic dialogue model -- 5.2.10. Strategic HRM model -- 5.2.11. Strategic human capital planning model -- 5.2.12. The value disciplines of the Treacy and Wiersema model -- 5.3. Conclusions -- 5.4. References.

Chapter 6. Approaching the Portuguese Labor Market From a Gender and Generational Perspective in the Era of Industry 4.0, Robotization and Artificial Intelligence -- 6.1. Introduction -- 6.2. Theoretical framework -- 6.2.1. Context: making sense of gendered work across generations -- 6.2.2. Work, gender and generation -- 6.2.3. Organizational attributes: gender and generation differences -- 6.2.4. Remuneration, rewards and benefits -- 6.2.5. Social responsibility: quality of life at work/flexibility/work-family balance -- 6.2.6. Career development -- 6.2.7. Professional recognition -- 6.2.8. Training -- 6.2.9. Work relations -- 6.2.10. Gender and generations: the role of human resource management -- 6.3. Methodology -- 6.3.1. Ethical considerations -- 6.3.2. Objectives -- 6.3.3. Data collection procedure -- 6.3.4. Sample and participants -- 6.3.5. Data processing -- 6.4. Results and discussions -- 6.4.1. Participants -- 6.4.2. Descriptive analysis by generation -- 6.4.3. Association/correlation analyses -- 6.4.4. Association between gender and ordinal variables relating to perceptions -- 6.4.5. Spearman's correlations between ordinal variables -- 6.4.6. Limitations and implications -- 6.5. Conclusion -- 6.6. References -- Chapter 7. Add More Marketing to Marketing Doctoral Programs -- Answering Hunt and Yadav's Calls -- 7.1. Introduction -- 7.1.1. The research problem -- 7.1.2. Research objectives -- 7.1.3. Actuality/novelty of the research -- 7.1.4. Research questions -- 7.2. Literature review -- 7.2.1. Limitations -- 7.2.2. Method -- 7.2.3. Analyses -- 7.2.4. CA analysis/results -- 7.2.5. Contributing authors -- 7.2.6. Most influential papers -- 7.3. Conclusions -- 7.4. Discussion -- 7.5. References -- Chapter 8. Industry 6.0: Why Talk About It Now? -- 8.1. Introduction -- 8.2. Historical context: from the First to the Fifth Industrial Revolution.

8.3. The transition from Industry 5.0 to Industry 6.0 -- 8.4. Industry 6.0 -- 8.5. Fundamental differences between Industry 5.0 and Industry 6.0 -- 8.6. Industry 6.0: technological innovation, sustainability and human well-being -- 8.7. By way of conclusion -- 8.7.1. Why talk about Industry 6.0 now? -- 8.8. References -- List of Authors -- Index -- Other titles from ISTE in Systems and Industrial Engineering -- Robotics -- EULA.

Industry 4.0 marked a revolution in industrial processes, introducing connectivity and digitalization as key elements to improve efficiency and productivity. However, technological evolution moves ever forward, and now the prospect of Industry 6.0 has emerged, a new era that promises to radically transform the way we view industrial production. Indeed, Industry 6.0 looks to go further, introducing revolutionary concepts that will redefine how we view industrial production. Conscious of this reality, From Industry 4.0 to Industry 6.0 highlights the importance and impact this technological evolution will have on the way today's organizations develop into proactive, innovative and competitive agents. Organized into eight chapters, From Industry 4.0 to Industry 6.0 can be used by various potential stakeholders, not only academics and researchers, but managers, engineers, practitioners and other professionals who develop their professional activity in different areas of management and engineering.

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