The digital transformation is shaping practices and investments of companies, it is considered a mean to be more innovative and resilient and to improve business performance. The introduction of new ICT tools can digitalise some processes' tasks, but can also have other relevant impacts (e.g., on time, cost, quality). A deep analysis of the processes can support companies to take decisions and avoid errors, bottlenecks and unprofitable investments. The paper aims to propose a methodology to evaluate a process, to identify the adopted technologies in terms of complexity, time, quality, and to support more aware actions as well as taking the right decisions of management and investments. Two case applications are presented in the product design process of a manufacturing company, referring to different programs. The application of the methodology demonstrates its validity and the value of its results leading to better actions and decisions inside the companies.

In the scenario of digital transformation projects, user adoption remains a critical challenge, especially for complex software like product lifecycle management (PLM). Recently, digital adoption platforms (DAPs) have emerged, providing new opportunities to tackle this problem. However, many digital transformation projects still have a high failure rate due to the lack of optimal knowledge acquisition processes for users. This paper discussed the cause of this phenomenon and practiced different creative problem-solving approaches following the principle of design thinking. Accordingly, a heuristic guiding tool has been designed. This tool provides decision support for project managers in selecting the optimal digital adoption platforms according to their project context, fostering collaborations between stakeholders during the user adoption process. The proof of concept is carried out to validate the tool, using a PLM deployment project as support. The result confirms the tool's feasibility to support DAP selection in PLM deployment project.

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This study presents a lifecycle-oriented and utility-based dynamic revenue management (LUDRM) approach that aims to forecast and manage the lifecycle revenue structure of the new product, enabling the company to determine in advance the optimal sequence of intertemporal selling prices and sales volumes. This involves considering the perceived benefit of the product from the customer's point of view, the customer's purchasing behaviour and adoption rate for the new product, the evolution of their preferences and price evaluations over time, the company's pricing policy and strategy, and the dynamic possibilities of revenue influencing factors during the entire product's lifecycle (PLC). The LUDRM presents decision-making and planning guidelines for the manufacturer, who wants to produce a new long-lasting product with high selling prices (e.g., cars, ships, airplanes, etc.), operates in competitive markets, and faces strategic customers.

Inderscience is a global company, a dynamic leading independent journal publisher disseminates the latest research across the broad fields of science, engineering and technology; management, public and business administration; environment, ecological economics and sustainable development; computing, ICT and internet/web services, and related areas.

Inderscience is a global company, a dynamic leading independent journal publisher disseminates the latest research across the broad fields of science, engineering and technology; management, public and business administration; environment, ecological economics and sustainable development; computing, ICT and internet/web services, and related areas.

With the rapid advancement of information technology, telework has become more practical for industries and other sectors. However, even with benefits such as energy savings and reduced costs, telework in industrial settings still faces significant challenges. This study addresses a gap in research because few systematic reviews have looked at the barriers to effective telework in these environments. To explore this, we conducted a systematic literature review (SLR) using the PRISMA method to ensure clarity and reproducibility. We retrieved 2,533 articles from Scopus and Web of Science, selecting 75 high-quality studies after screening and assessment. We also performed descriptive statistical analysis using Python to improve rigor. The review identifies eight main categories of barriers, including strategic, operational, and individual, and related sub-barriers. The findings highlight their prevalence and connections. They provide an overview of inefficiencies and support efforts to improve telework in Industry 5.0.

Combining Lean and Industry 4.0 into a single integrated approach, known as Lean 4.0, can avoid the contradictions, costs of implication, and the time for the iterative integration of each concept practices. However, the manner and the impact of the integration of Lean 4.0 from the design phase of production systems remain unclear. The ultimate objective of our work is to present designers with a new framework for enhancing system performance right from the early design phase. This is achieved by integrating Lean thinking tools and Industry 4.0 technologies into the design phase of production systems. This paper conducts a comprehensive literature review focused on this integration. This paper brings as well empirical evidence, through a questionnaire survey, of the positive influence of integrating Lean 4.0 tools from the design phase on five design dimensions. The results show that integrating Lean 4.0 improves the design dimensions: efficiency, reactivity, and intelligence.

This study examines the effect of strategic planning on the relationship of leadership and management processes on hospital performance. This study uses a quantitative method with a total of 582 respondents which were selected using a convenience sampling technique. The collected data are analysed using AMOS structural equation model (SEM). The findings demonstrated a substantial correlation between leadership and management process and performance. On the other hand, the management process has a favourable impact while the leadership variable has a negative impact on performance. Moreover, the association between management process and performance is significantly impacted by a moderating variable of strategic planning, although the relationship between leadership and performance is not much impacted. Specifically for the health industry, this research advances TQM performance and practices.