ERP System Development for Business Agility in Industry 4.0—A Literature Review Based on the TOE Framework

: The purpose of this article is to demonstrate how technological, organizational and environmental factors are affecting the use and development of ERP (enterprise resource planning) in the context of the Industry 4.0 (Fourth Industrial Revolution) concept. This article discusses the role of the ERP system in agile organization and the impact of Industry 4.0 factors on business agility with the use of the TOE (technology–organization–environment) framework. The research methods used in this study were based on a systematic literature review of the Scopus and Web of Science databases sources. Both academic and practical examples of the literature were examined. The presented outcomes of this study are a selection of Industry 4.0 technologies assigned to the TOE factors, the indication of the role of organizational agility in the enterprise and the potential technological support of Industry 4.0 indicators in achieving organizational agility. The research results might be interesting for both academic researchers and the practitioners, e.g., project managers involved in the implementation of Industry 4.0, such as top management planning to increase organizational agility in their organizations. However, there is an identiﬁed need for conducting additional studies on the inﬂuence of each identiﬁed factor on organizational agility.


Introduction
In September 2015, the General Assembly of United Nation adopted the 2030 Agenda for Sustainable Development (https://sdgs.un.org/goals accessed on 19 February 2023), which includes 17 Sustainable Development Goals (SDGs). Currently, the 2030 Agenda is the successor to the Millennium Development Goals. The sustainable development goals are to recognize that actions in one area will affect outcomes in other areas and that development must balance social, economic and environmental sustainability. As the Fourth Industrial Revolution concept with a new implementation of ICTs (information and communication technologies), Industry 4.0 provides the possibility of fulfilling aspects of these sustainable development goals. There are some technological, organizational and environmental factors to discover based on the Fourth Industrial Revolution concept for business agility.
According to The Oxford English Dictionary, agility is a term meaning the ability to think quickly and in an intelligent way [1]. In the business context, agility is considered the ability to adapt to rapidly changing environment and is often combined with terms such as flexibility, adaptiveness and scalability [2].
Future organizations, including businesses as well as administration, public sector and non-profit organizations, are expected to be more agile, "friendly" and focused on their users, customers or applicant's needs. The agility of the organization is presented in this paper in the context of business agility, but it can be also applied to other economic sectors. The agility phenomenon in project management has been observed for over 20 years, The research began with a preliminary study of the literature review, which is presented in Section 2. Next, the TOE components of the influence of business agility on Industry 4.0 were discovered and are presented in Section 2. The research was performed according to the proposed research methodology and is presented in Section 3. The results of the study are presented in Section 4 and discussed in Section 5. Finally, the conclusions and limitations are presented in Section 6.
To study the literature review of Industry 4.0 and business agility, the literature dataset was used with the TOE framework. The research findings were presented according to the TOE concept. The most common and important issues presented in the literature are based on cloud computing technology, the Internet of Things, big data, autonomous robots, augmented reality, additive manufacturing, simulation, cybersecurity, system integration, information society, mobility, sustainable development, and Society 5.0.
The topic presented here is becoming increasingly actual and relevant in dynamically changing environments with its threats, which are related to, e.g., climate change, the energy crisis, or limited resources. The presented findings are an itemization of the factors, which might be useful for further works, academic researchers, or business practitioners.

Enterprise Resource Planning System in Modern Organization
The beginnings of management information systems (MISs) date back to the late 1950s and early 1960s when the first inventory control (IC) systems [15] and material requirement planning (MRP) systems appeared in industry [16]. The first generations of MISs were adopted mainly for the needs of mass production control and the emergence of industrial production standards in the United States. These contributed to the development of the next generations of MIS systems [16]. Next generations, i.e., CL-MRP (closed-loop MRP) and MRP II (material resources planning), were mostly responsible for magazine state control and resource planning for current and future production. The functionality of these systems was dedicated to the improvement of the production process and the reduction of the production costs by reducing waste and improving resource use via planning.
ERP stands for enterprise resource planning. It is an extension of the MRP II concept in which resource planning is realized in the entire enterprise, including financial resources, human resources, and management. Although there is a lack of a formal standard of ERP system (unlike previous generations), the formal definition, according to the APICS organization, can be presented as follows: ERP is a framework for organizing, defining, and standardizing the business processes necessary to effectively plan and control an organization so that the organization can use its internal knowledge to seek an external advantage [17].
Or, according to another source: ERP is a framework for planning all of the resources of a business, from strategic planning through execution [18].
ERP is used in enterprises today, and the third generation of ERP systems (ERP III) have been developed. ERP III differs from previous generations in its means of development and in the level of integration between each module and external IT systems. It is also possible to use new communication media, e.g., social networks and e-commerce channels, to involve customers in the business procedures of the organization. Since the end of the second half of the 2010s, further generations of ERP systems (ERP IV or ERP 4.0) have been developed. This generation of ERP uses artificial intelligence, the IoT, big data and big management, and fog computing as a part of the Industry 4.0 concept [19]. One of trends related to ERP 4.0 is mobile communication. Mobile devices, e.g., smartphones, tablets, and wearable devices, are connected with each other and with the ERP system via the Internet, intranet IoT [20,21], and fog computing as a connection between the Internet of Things and cloud computing. They are used to operate system functionality remotely [19]. Blockchain and other distributed ledger technologies are expected to facilitate integration at multiple levels in ERP systems with FinTechs and decentralized finance applications, gaining significant benefits with respect to efficiency, security and productivity [22].
Leyh et al. [23] and Polivka and Dvorakova [24] presented a list of requirements that information systems in the context of Industry 4.0 should meet:

•
They should have vertical system integration-a fully automated data exchange with external recipients (business partners, stakeholders, etc.); • They should have horizontal system integration-an interconnection with internal IT systems other than ERPs, e.g., MES (manufacturing execution system), WMS (warehouse management system), and SCM (supply chain management); A schema illustrating ERP systems development and features of each generation is presented in Figure 1.
Leyh et al. [23] and Polivka and Dvorakova [24] presented a list of requirements that information systems in the context of Industry 4.0 should meet:

•
They should have vertical system integration-a fully automated data exchange with external recipients (business partners, stakeholders, etc.); • They should have horizontal system integration-an interconnection with internal IT systems other than ERPs, e.g., MES (manufacturing execution system), WMS (warehouse management system), and SCM (supply chain management); • They should allow for digital continuity for every product-every step of a product's lifecycle process is integrated with its respective systems; • They should meet cross-sectional technology criteria; • They should possess a service-oriented architecture-based on individual separate services; • They should use cloud computing-the ability to operate in the cloud environment; • They should use big data-allowing for the aggregation and processing of information obtained from various inputs and its effective evaluation; • They should be cybersecurity compliant; • They should use a cross-platform system-they should have the ability to use various platforms: desktop, mobile, and industrial terminals; • They should be able to communicate with hardware; • They should be modular and able to adapt to organizational needs at every stage of their lifecycle.
A schema illustrating ERP systems development and features of each generation is presented in Figure 1.  [19].
Each ERP generation contains the functionality of the previous generation and additional functionalities described in Figure 1.
According to the case study by Rane and Narvel [25], an ERP system was used to help deal with breakdowns and emergency situations through the creation order and monitoring of maintenance logs. An integration with blockchain and the IoT demonstrates the automatization and cost reduction of the whole process. Each ERP generation contains the functionality of the previous generation and additional functionalities described in Figure 1.

The Information Era-Review of Industry 4.0 Concept
According to the case study by Rane and Narvel [25], an ERP system was used to help deal with breakdowns and emergency situations through the creation order and monitoring of maintenance logs. An integration with blockchain and the IoT demonstrates the automatization and cost reduction of the whole process.

The Information Era-Review of Industry 4.0 Concept
According to Kagermann et al. [26], the Industry 4.0 concept is focused on creating smart products, procedures and processes, and a key feature of this concept are smart factories. The formal definition of Industry 4.0 is presented as follows: Industry 4.0 will involve the technical integration of CPS (cyber-physical systems) into manufacturing and logistics and the use of the Internet of Things and services in industrial processes [27], as cited in [26]. Industry 4.0 is one of the concepts in a national German strategy called the "High-Tech Strategy 2020 Action Plan", which was launched in 2010 to create a society of the future, in addition to other national strategies such as the Japanese Society 5.0, Chinese "Made in China 2025", or the American "Industrial Internet" [28]. The key features of the Industry 4.0 concept and its organizational agility are shown in Figure 2.
into manufacturing and logistics and the use of the Internet of Things and services in industrial processes [27], as cited in [26]. Industry 4.0 is one of the concepts in a national German strategy called the "High-Tech Strategy 2020 Action Plan", which was launched in 2010 to create a society of the future, in addition to other national strategies such as the Japanese Society 5.0, Chinese "Made in China 2025", or the American "Industrial Internet" [28]. The key features of the Industry 4.0 concept and its organizational agility are shown in Figure 2.  [29][30][31].
There are some features of Industry 4.0 and its role in business agility that have been studied. Based on a review of the literature, the features are presented as business agility influences in Table 1.

Feature Business Agility Influence Source
Actuators Breakdown prediction and maintenance automation. [32,33] AVG (Automated Guided Self-decision-making objects [28]  There are some features of Industry 4.0 and its role in business agility that have been studied. Based on a review of the literature, the features are presented as business agility influences in Table 1. Table 1. Influence of Industry 4.0 concept features on business agility.

Feature Business Agility Influence Source
Actuators Breakdown prediction and maintenance automation. [32,33] AVG (Automated Guided Vehicles) Self-decision-making objects capable of self-organization and achieving goals without a central controller. [28] Adaptive robotics Modular systems enable flexible adaptation in production. Human-robot interactions via mobile devices. [34,35] Additive manufacturing Possibility to individualize products in cost-effective, small batches. [36] Big data analytics Data integration from various sources provides more effective decision making. [37,38] Blockchain and DLT's Reducing costs related with the IoT. Increasing the security level and traceability of transactions. [25,39]

Cloud technologies
Virtualized server network to increase flexibility and computing ability instead of separate servers. More effective management systems implementation process. [28,39] Cyber industry network Fully automated process of communication in individual network. [40] Cyber-physical infrastructure embedded systems Factory self-configurability and self-maintainability based on knowledge aggregation. Real-time data acquisition and intelligent data management. [41,42] Cybersecurity Methodologies allowing for automatic detection and response to cyberattack; adaptive computational intelligent systems continuously evolving. [43,44] Digital factories Intelligent components from different manufacturers taking over tasks independently and operating autonomously.
User-oriented, flexible factory concept. [45] Factory of things Shorter production cycles. [46] Hybrid production Support for multi-type products and customer customization of production process. [28]

Industrial Internet communication and networking
High interconnection. Physical entities, mass data, and information systems are part of an industrial network. [28] IoT (Internet of Things) Advanced object interaction with existing environment and an immediate response and omnipresence and more possibilities of material control, e.g., in transport. [25,47] Mobile technologies More flexible working with mobile devices in production and logistics fields, lack of limitations of cable-based devices. [45] RFID (radio frequency identification) and RTLS (real-time locating systems) technologies Identifying objects and interconnectivity between smart objects. [48] Sensors Self-optimization of manufacturing system. [32,33] Simulations Organizational improvement with modeling tools and developing new competencies for applying innovations in IT systems. [49,50] Smart factory Customer-involved individualized production. Event-driven reaction for change, automated, adaptive scheduling, forecasting, and controlling of tasks. Shorter production cycles. [28,46,51] Value creation due to technological transformation Service-based business models [52,53] Visualization technologies (e.g., virtual reality, augmented reality) Create product and manufacturing lower maintenance costs. [28,34] Three-dimensional printing Distributed manufacturing and lower maintenance costs. [54] 5G technology Increase in reliability, short latency, and low power requirements. Possibility to use in communication between IoT objects. [55] Source: Authors' own work, based on the literature. As shown in Table 1, technologies support business agility mostly in the production process, allowing for the involvement of consumers in production, thus making it more custom and creating possibilities to reduce costs or create self-optimized, automated environments with intelligent machines, systems, and other objects.
Information, access to information, and knowledge management play a significant role in the Fourth Industrial Revolution concept. Society is transforming into an information society that relies on knowledge-based organizations. Although the whole economy is transforming, the concept of a knowledge-based economy (KBE) has emerged in which important factors are focused more on human resources, informatics, telecommunications infrastructure, and research institutions rather than natural resources and a labor force [56]. For effective management, information must fulfil the criteria of usefulness, i.e., be in line with reality, complete, timely delivered, significant and tailored to the final recipient, and must have a clear form [57]. An information society can be described as a new type of society for which information and services related to the gathering, processing, and transfer of information is significant to the economy [58], although, according to Goliński [59], there is no commonly accepted definition of an information society and many different definitions related to this phenomena can be found in the literature.
The idea of the Fourth Industrial Revolution is related to digital enterprise transformation: a process defined as a special organizational change which affects a diffusion of digital technologies into all aspects of an organization's operation [60] or, according to another definition, a disruptive or incremental change process which begins with the adoption and use of digital technologies and evolves into an implicit holistic transformation of an organization or the deliberate pursuit of value creation [61]. These two definitions emphasize the role of digital technologies in the functionality of an entire organization. Moreover, following from the second cited definition, the goal of digital transformation is to create an added value to an organization.
The digital transformation of an enterprise should increase organizational agility due to: • Necessitating a review and update of existing business processes; • Improving decision making and facilitating communication in the organization [30,61]; • Automating and customizing production processes; • Creating a more secure and cyberthreat-resistant digital environment.
Transforming an organization to become digital-and information-oriented is a challenging task which requires a new method of management and the harmonic co-existence of technologies and the business environment to exploit the benefits from technology [62]. Big management or big-data management is an approach consisting of several data management practices that combine old and new practices, skills, functionalities, teams, and data types that are focused on five interest areas, i.e., leadership, talent management, technology, decision making, and company culture [62].

Business Agility and Agile Organization
Business agility is defined as the ability to swiftly and easily change business and business processes outside the normal level of flexibility to effectively deal with highly unpredictable external and internal changes [63]. Adaptiveness to changes is implemented on various organizational levels including economic, social, and environmental levels. According to Perkin and Abraham [64], change in an organization is achieved in customer, competitive, and company contexts. Similar conclusions can be drawn from the Business Agility Institute report in which business agility (and the changes related to achieving it) is divided into four domains: customers, leadership, individuals, and operations [65].
Many publications point to the fact that business agility is no longer a matter of organizational choice or a sign of advanced development; nowadays, it is a necessity for organizational survival [66][67][68]. This is particularly evident in unforeseen situations such as the recent COVID-19 pandemic and its associated economic difficulties, which have become catalysts of change in many organizations and spheres of life. According to Aburub [67], agility in an organization can affect its productivity (producing and delivering new products), increasing customer satisfaction, decreasing costs, and removing activities with no added value. There determinants considered characteristics of an agile organization: flexibility, adaptability, responsiveness, quickness, innovation, and competency ( Figure 3) [66,67,69].  Organizational inertia is a state in which an organization is not developing from the perspective of its owners [70]. The areas of organizational inertia might be different, e.g., in sales, product, or employee development, etc. The main reason for the existence of organizational inertia is a lack of knowledge. Inertia compromises an organization's agility and responsiveness, hampers learning from new knowledge and technology, and creates rigidity in an organization [71]. Specific organizational cultures and bureaucratic barriers are negatively affecting the adoption of knowledge management practices and agility in organizations [71]. This is especially visible in context of COVID-19 pandemic changes [72].
As an agile organization, an organization can be established as a native or-more precisely-a digital native, which is an organization naturally related to technology [64], e.g., an e-commerce branch. In other branches, natively agile organizations rarely found; however, most of them can be transformed into agile organizations through a reengineering of business processes and changes in organizational culture and the decision-makers' ways of thinking. The process of transforming a traditional organization into an agile organization is described, e.g., in [73] with the use of the SEAM method (socio-economic approach to management), which is a mature and proven method of management. This method tries to identify hidden costs and dysfunctions in organization and then implements horizontal and vertical process changes.
Other approaches for increasing organizational agility were presented by Holbeche [69] in which an organization builds an agility strategy specifically involving its leadership board and HR (human resources) department. Teece et al. developed an Organizational Agility Framework based on dynamic capabilities to help assemble the elements needed to decide when to invest in agility and when it is better to rely on traditional Organizational inertia is a state in which an organization is not developing from the perspective of its owners [70]. The areas of organizational inertia might be different, e.g., in sales, product, or employee development, etc. The main reason for the existence of organizational inertia is a lack of knowledge. Inertia compromises an organization's agility and responsiveness, hampers learning from new knowledge and technology, and creates rigidity in an organization [71]. Specific organizational cultures and bureaucratic barriers are negatively affecting the adoption of knowledge management practices and agility in organizations [71]. This is especially visible in context of COVID-19 pandemic changes [72].
As an agile organization, an organization can be established as a native or-more precisely-a digital native, which is an organization naturally related to technology [64], e.g., an e-commerce branch. In other branches, natively agile organizations rarely found; however, most of them can be transformed into agile organizations through a reengineering of business processes and changes in organizational culture and the decision-makers' ways of thinking. The process of transforming a traditional organization into an agile organization is described, e.g., in [73] with the use of the SEAM method (socio-economic approach to management), which is a mature and proven method of management. This method tries to identify hidden costs and dysfunctions in organization and then implements horizontal and vertical process changes.
Other approaches for increasing organizational agility were presented by Holbeche [69] in which an organization builds an agility strategy specifically involving its leadership board and HR (human resources) department. Teece et al. developed an Organizational Agility Framework based on dynamic capabilities to help assemble the elements needed to decide when to invest in agility and when it is better to rely on traditional risk-management tools and methods [74]. The featured framework is a three-step process which consists of [74,75]: • Sensing-the identification of technological opportunities, predicting future needs, and the synthesis of different ideas, processes, and technologies to form a new value to the customer. Examples of a sensing technique might be scenario planning and a "what-if" analysis; • Seizing-the implementation of new systems, processes or services; • Transforming and managing threats-restructuring an organization to capitalize on a new technology.
The social context of Industry 4.0 and business agility was considered in [30]. In this research, attention was paid to agile methods of management and to training in fields such as cybersecurity, data analysis, and automation. This research also assessed the necessity of staff to accept technology and to not fear losing their jobs or competencies. Elnagar et al. stated that Industry 4.0 processes are agile by nature [76], and it can therefore be inferred that applying Industry 4.0 processes and methods will also increase organizational agility.
The DAOs (distributed autonomous organization) and DACs (distributed autonomous corporation) organizational models are also mentioned as examples of business agility in a technological context. These types of organization are established and run without central management with the use of decentralized and distributed networks such as Blockchain or Ethereum. This concept is rather new, and there is lack of experience in long-term functioning examples of these organizations, There is also a problem in the unspecified legal status of decentralized organizations. They can be material for future research in this field.

Material and Methods
In this article, the literature analysis method and TOE framework were used. The research schema for determining the needs of business agility in Industry 4.0, based on ERP system development, were used as a research model (Figure 4).

The Literature Review
The literature review showed the basis of business agility improvement needs. In an era of changes taking place in the knowledge-based economy, it becomes important to pay attention to new agile organizational forms that use innovative information and communication technologies for management. There is an increasing number of well-educated knowledge workers on the market whose skills allow them to fully use technology to support the management of knowledge that is located both in the organization and in its economic environment. New relationships between organizations and their members are emerging based on the network environment, and new services based on "smart" technologies in distributed management in a virtual environment are being created. Organizations operate in a distributed environment and are focused on virtualization while making better use of the skills and knowledge of their members. In addition, they become self-improving, intelligent, and agile organizations. Under the conditions of the new institutional economy, a research gap arises regarding the problem of using huge resources of knowledge in a digital form which has the possibility of multiple access from various places using various technical devices. Mobile technologies contribute to the implementation of the assumptions of ubiquity in the form of the innovative Internet of Things (IoT) or Internet of Everything (IoE) concepts. These approaches to knowledge resource management allows access to various resources to be ensured in both formal and informal organizational structures. The development of mobile technologies is accompanied by an ever-increasing amount of generated data, which are saved and stored in a digital form, on various carriers. Thanks to this, the concepts of resource virtualization and cloud computing are becoming important for sustainable industrial development.

The Literature Review
The literature review showed the basis of business agility improvement needs. In an era of changes taking place in the knowledge-based economy, it becomes important to pay attention to new agile organizational forms that use innovative information and communication technologies for management. There is an increasing number of well-educated knowledge workers on the market whose skills allow them to fully use technology to support the management of knowledge that is located both in the organization and in its economic environment. New relationships between organizations and their members are emerging based on the network environment, and new services based on "smart" technologies in distributed management in a virtual environment are being created. Organizations operate in a distributed environment and are focused on virtualization while making better use of the skills and knowledge of their members. In addition, they become self-improving, intelligent, and agile organizations. Under the conditions of the new institutional economy, a research gap arises regarding the problem of using huge resources of knowledge in a digital form which has the possibility of multiple access from various places using various technical devices. Mobile technologies contribute to the implementation of the assumptions of ubiquity in the form of the innovative Internet of Things (IoT) or Internet of Everything (IoE) concepts. These approaches to knowledge resource management allows access to various resources to be ensured in both formal and informal organizational structures. The development of mobile technologies is accompanied by an ever-increasing amount of generated data, which are saved and stored in a digital form, on various carriers. Thanks to this, the concepts of The research conducted in recent years shows that the key trends in the development of the knowledge-based economy are-in addition to the factors mentioned above-related to mobile technologies, the IoT, cloud computing, and networking, thanks to the development of a mobile infrastructure, the automation and robotization of business processes, the increase in the diversity and number of innovative entities on the market, and the desire for continuous improvement.
The previous studies showed that mobility, cloud computing, and the creation of network communities are key factors of economic development [13]. Characterizing these factors in the context of the development of a sustainable information society lists the development of network infrastructure, including mobile infrastructure, consumerization, and what is associated with it (IoT, cloud computing, and the use of information systems resources, such as data, software, hardware) in various online ways [20,23,45,57].
The thesis of this study is that development of ICT, especially ERP systems for the needs of knowledge management in business agility, increases the interest in and acceptance of the information society and that the changing, available ICT technology in the context of ubiquitous access to mobile devices builds new forms of relationships between system users, the organization, and between members of the organization (mobile users or decision makers). The following auxiliary theses are put forward:

•
There are technological factors based on ERP implementation that influence business agility in Industry 4.0, i.e., factors related to the level of system usability of cloud computing, IoT, big data, autonomous robots, and augmented reality; • There are organizational factors based on ERP implementation that influence business agility in Industry 4.0 and are related to additive manufacturing, simulation, cybersecurity, and system integration; • There are environmental factors based on ERP implementation that influence business agility in Industry 4.0 and are related to the level of acceptance of the ICT in the information society and the mobility (agility) of the organization in sustainable development.

The TOE Framework
TOE framework is a model of organizational IT technology adoption developed in 1990 by Tornatzky and Fleischer [77]. The framework identifies three contexts-technological, organizational, and environmental-which influence the process of technological innovation adoption [78]. The advantage of using the TOE framework is its more holistic insight in comparison to other models [79]. Technological context describes the technologies relevant to an organization, while organizational context refers to inter-organizational factors such as company size, centralization, formalization level, and resources. The environmental context of TOE is concerned with the organizational surroundings, e.g., the type of industry, legal issues, and external pressure [80].
The research model covers three basic research trends related to the social (environmental), organizational, and technological aspects of knowledge management in Industry 4.0.
The organizational aspect concerns organizational factors and is associated with three features: the virtualization of knowledge resources; mobility, i.e., organizational independence both from time and place; and the ubiquity associated with interoperability and a utilitarian independence from technology. The research methodology is based on these three features of the TOE framework, which are presented in collected sources; it was possible to characterize these features for a modern organization as a self-learning; intelligent; agile; mobile; networked organization; operating regardless of place and technology; based on new inter-and intra-organizational relations, which revolve around notifications and interactions thanks to the mobile applications used, which provide knowledge for decision-making thanks to access to a wireless network. This modern organization is also based on a new form of motivation centered on competition and the involvement of members of the organization and their acceptance for new, attractive ICT solutions that prompt members to independently seek knowledge [13]. In addition to organizational factors, the environmental (social aspect) and technological factors (technical aspect) and the relationships between aspects for the purposes of making decisions under the conditions of using innovative technologies were detailed in accordance with the assumptions of the future directions of the ERP implementation acceptance model for modern technology [13].

The Research Schema
The research methodology was based on the literature review and research questions RQ1, RQ2, and RQ3. The research questions were based on the research gap present in the previous research studies [10,13]. The following three queries were formulated to verify the previous findings described in the Table 1 and presented in Figure 2 based on the TOE framework and the technological, organizational, and environmental aspects of the sustainable development of business agility in Industry 4.0: 1.
Technological (T) aspects query: Industry 4.0 AND Agile AND ERP AND Cloud Computing OR Internet of Things OR Big Data OR Autonomous Robots OR Augmented Reality.

2.
Organizational (O) aspects query: Industry 4.0 AND Agile AND ERP AND Additive Manufacturing OR Simulation OR Cybersecurity OR System Integration.

3.
Environmental (E) aspects query: Industry 4.0 AND Agile AND ERP AND Information Society OR Mobility OR Sustainable Development OR Society 5.0.
Data collected from Web of Science and Scopus databases were used. The research findings were evaluated and discussed. The research schema used in this study is presented in Figure 4.

Research Results
The TOE framework presented the ERP concept for Industry 4.0 in three different contexts and demonstrated the technological, organizational, and environmental influences of the process of technological innovation adoption in Industry 4.0. The literature review provided some implications for the holistic model development in Industry 4.0.
The research study demonstrated the TOE framework with the technological, organizational, and environmental aspect of developing an ERP system in Industry 4.0 and in business agility. The technological factors were described by implementing the following metrics: cloud computing, the Internet of Things, big data, autonomous robots, augmented reality. The organizational aspect was described using the following metrics: additive manufacturing, simulation, cybersecurity, and system integration. The environmental aspects were relayed using information society, mobility, sustainable development, and Society 5.0.
The research findings are presented in Figure 5. The key features of the Industry 4.0 concept and organizational agility in the context of the TOE model were divided into three parts: technological, organizational, and environmental. The technological aspect of TOE in context of ERP implementation in an agile organization were described by cloud computing, big data, the Internet of Things, autonomous robots, and augmented reality technologies. The organizational aspects of TOE in ERP implementation for Industry 4.0 were characterized by aspects of an agile organization such as additive manufacturing, simulation, cybersecurity, and system integration. The environmental aspects were connected with the aspects mobility, sustainable development, informational society, and Society 5.0. Based on the different papers, the knowledge management features in Industry 4.0. and organizational agility with the implementation of ERP systems were divided into three parts that demonstrate the technological, organizational, and environmental features described. In this paper, environmental factors are related to mostly external impacts, both social/human-related and the natural environment, while the organizational factors are related to internal sources, such as procedures, and work culture.
This factoring of the Industry 4.0 features and components is the basis for the further analysis of the impact of each individual factor on the development of organizational agility. Potential benefits will be visible in research on the influence of factors on the agility level of organizations. A series of individual studies on the influence of each factor is needed to provide the complex answer on the impact of Industry -4.0-related technologies and features on organizational agility.

Discussion
The TOE (technological, organizational, and environmental) aspects of the study of Industry 4.0 for the development of an agile organization are very important. The research study results are addressed to both academics and practitioners working on operational, tactical, and strategical management levels in agile organization, i.e., business administrators and processes managers, IT project managers, HR managers, finance managers and controllers, quality managers, and research and development strategists.  Based on the different papers, the knowledge management features in Industry 4.0. and organizational agility with the implementation of ERP systems were divided into three parts that demonstrate the technological, organizational, and environmental features described. In this paper, environmental factors are related to mostly external impacts, both social/human-related and the natural environment, while the organizational factors are related to internal sources, such as procedures, and work culture.
This factoring of the Industry 4.0 features and components is the basis for the further analysis of the impact of each individual factor on the development of organizational agility. Potential benefits will be visible in research on the influence of factors on the agility level of organizations. A series of individual studies on the influence of each factor is needed to provide the complex answer on the impact of Industry -4.0-related technologies and features on organizational agility.

Discussion
The TOE (technological, organizational, and environmental) aspects of the study of Industry 4.0 for the development of an agile organization are very important. The research study results are addressed to both academics and practitioners working on operational, tactical, and strategical management levels in agile organization, i.e., business administrators and processes managers, IT project managers, HR managers, finance managers and controllers, quality managers, and research and development strategists.

Technological Influences on Business Agility in Industry 4.0
The technological context was described by Kagermann et al. [26] as an Industry 4.0 concept with basic recommendations for business strategy. Qin et al. [32] and Biegelbauer et al. [33] indicated using actuators and sensors in Industry 4.0 in production and manufacturing lines.
The technological aspect of Industry 4.0 for agile development was described by using the cloud computing and big data technologies. Oztemel and Gursev [81] provided a critical literature review of Industry 4.0 and its related technologies. The use of cloud computing technology in a smart factory was described by Wang S. et al. [28]. Their research focused on the integration of industrial robots, i.e., AGVs (automated guided vehicles), in hybrid productions with industrial internet communication and networking visualization technologies such as virtual reality and augmented reality. Wang L. and Wang G. [34] and Wittenberg [35] showed the robotics industry in a case of usage computer interface for human-computer interaction. Additional adaptive manufacturing systems were discovered by Gaub [36]. Big data analytics provided the additional impact of Industry 4.0 [38]. The cyber-physical infrastructure of Industry 4.0 is a crucial topic of research interest [41,42], especially intelligent transportation, smart manufacturing, regional care, the smart foodchain [33,53,82,83], and caregiving and medical treatment [33]. In attempt to find the security drivers in Industry 4.0, research has been conducted on cybersecurity [43,44]. The digital factory was connected with industrial environment mobile technologies [45] and the Internet of Things [47].

Orgnizational Influences on Business Agility in Industry 4.0
The organizational context demonstrated the concept of Industry 4.0 improving the data needs for real-time data analyzing and processing. It is described in a closed loop of relations between the physical and digital space. This cycle creates the physical-to-digitalto-physical loop as a cyber-physical space. The Industry 4.0 cycle improves the sustainable development of production, manufacturing, logistics, marketing, and sales, etc. There are some value drivers of labor, inventory, supply/demand matching, time-to-market, service/after sales, resources/processes, and asset utilization that improve the companies' performance as main levers of digitization in Industry 4.0. Saniuk et al. showed the cyber industry development strategy. It was created based on IT technologies such as the IoT, sensors, advanced analytics, cloud computing, cyber security, smart and mobile application, artificial intelligence and augmented reality, and the cyber industry network [40].

Environmental Influences on Business Agility in Industry 4.0
The environmental context of implementing Industry 4.0 is connected with the theories of the information society [84] and sustainable information society described by Fuchs [85] and Wątróbski et al. [86]. Due to current sustainable development goals [31] and dimensions of sustainability [52,87,88], the current information society theory is developing into a sustainable, super-smart societal paradigm [88]. The cloud computing technologies also provide an impact on the process of implementing management information systems in Industry 4.0 [39].

Conclusions and Limitations
This article presents the results of a literature review on organizational agility in the context of Industry 4.0 and key related technologies. The literature review was based on various literature sources: scientific articles, books, and conference proceedings which were mostly published after 2010. The TOE framework was provided to define the needs of an agile organization in the implementation of ERP in the Industry 4.0 concept. The research methodology was based on the TOE technological-organizational-environmental model that was developed by Tornatzky and Fleischer to determine the requirements of ERP adoption in the Industry 4.0 context of agile organizations.
Previous research on the impact of ERP and IT technologies on business agility was provided by [25,67,89]. The results of these studies are similar and convergent. In many organizations, ERP systems are considered the main element in management [90]. However, they are not the only factor affecting the agility of an organization. In some cases, standardization achieved by implementing ERP can lead to excessive bureaucratic procedures and limit organizational agility [67].
In context of Industry 4.0 and Society 5.0 [10], the next generations of the ERP system are studied. These generations use the technologies related to Industry 4.0 concept, such as the Internet of Things, big data, and big management, and make extensive use of mobile devices [19] and cloud computing [91]. These elements can play a significant role in increasing business agility in organizations in which they have been implemented.
The paper showed the results of technological, organizational, and environmental aspect classifications to describe Industry 4.0 and agility development in the light of the next generation of ERP systems. The final studies in the TOE framework present the technological aspect of ERP development in Industry 4.0 in addition to the organizational and environmental aspects ( Figure 5).
The limitations of the present research are its focus on only ERP systems and the omission of the influence of other ICTs and systems, e.g., business intelligence, CRM (customer relationship management), etc., and the acceptance models of modern technologies.
Further research and the future directions of the authors will focus on the practical verification of the theses presented in this paper, e.g., using a survey or in-depth interview technique with representatives of the industrial sector enterprises. The research results may constitute the basis for the acceptance testing of technologies related to Industry 4.0 such as the Internet of Things, artificial intelligence, etc., in an agile organization. Additionally, research on the agility of an organization itself and distributed autonomous organizations are of interest to the authors. Future studies would also be able to use the statistical methods of the technological, organizational, and environmental factors for the development of an agile organization in Industry 4.0 while using some statistical inference methods and hypothesis testing in a multidimensional model, e.g., TAM (technology acceptance model), UTAUT (unified theory of acceptance and use of technology), or UTAUT2, in accordance with the assumptions of the future directions of modern technology's ERP implementation acceptance model.
The practical implementation of Industry 4.0 was presented by Zhong et al. with respect to innovative production, adaptive manufacturing, adaptive robotics, logistics with radio-frequency identification (RFID), and real-time locating systems (RTLS) [48]. Additionally, 5G network and communication technologies have an impact on Industry 4.0 [55,92].
The sustainable development of Industry 4.0 creates an environment for the development of knowledge management strategies for large, small, and medium-sized companies, especially in areas of finance, cost, and quality management supported by IT technologies [90]. A similar literature review was performed by Mrugalska and Ahmed, who demonstrated the importance of agility in an organization that is adopting Industry 4.0 technologies. Agility is helping companies to cope with changes related to the adoption of Industry 4.0 technologies and vice versa; through the implementation of Industry 4.0, the enterprises are enhancing their agility [91].
There are still some challenges in creating the appropriate bridge between Industry 4.0 and Society 5.0 to co-create value for a sustainable ecosystem. Terms in the literature review connected to both Society 5.0 and Industry 4.0 ( Table 1) indicated open data and open innovations to be key factors in a sustainable environment [87].
Many papers from the additional query results are literature reviews. Many of them focus on new paradigms of manufacturing with the use of Industry 4.0 technologies, e.g., [93][94][95][96]. Other papers focus on each particular technology (cloud computing [97], blockchain [98], 3D printing [99], and the IoT [100]). The most widely discussed area of business is supply chain management [101][102][103]. It is also a visible focus of SMEs and lean management.