Strategic Management in Enterprises: From the Industry and Society 4.0 to 5.0 Era

A special issue of Systems (ISSN 2079-8954). This special issue belongs to the section "Systems Practice in Social Science".

Deadline for manuscript submissions: 31 August 2026 | Viewed by 3995

Special Issue Editors


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Guest Editor
Department of Economics and Enterprise Organization, College of Management Sciences and Quality, Cracow University of Economics, 31-510 Cracow, Poland
Interests: management; smes; innovation; entrepreneurship; digitalization; sustainable development

E-Mail Website
Guest Editor
Department of Economics and Enterprise Organization, College of Management Sciences and Quality, Cracow University of Economics, 31-510 Cracow, Poland
Interests: management; CSR; internationalisation; networking; international entrepreneurship; marketing tools in business services

E-Mail Website
Guest Editor
Department of Economics and Enterprise Organization, College of Management Sciences and Quality, Cracow University of Economics, 31-510 Cracow, Poland
Interests: management; structural changes in power generation and gas industries; sustainable development; ESG; circular economy; clear production; sharing economy; social entrepreneurship; digital revolution; family businesses

Special Issue Information

Dear Colleagues,

The issue of strategic management in enterprises, in the context of the transition from Industry and Society 4.0 towards the Era 5.0, constitutes one of the most significant areas of research and numerous scholarly, scientific works.

It is a leading topic in light of the turbulence of the global economy, the continuous changes in the environment of contemporary enterprises, and the unprecedented dynamism of these processes. Globalisation, coupled with the evolution of industry and society—from Era 4.0 to 5.0—represents not only a challenge but often a dilemma, particularly for decision-makers. Despite ongoing scholarly engagement with this subject, research gaps are still being identified, and exploration of this domain remains an open question: how should strategic management be conducted in times that are nearly unpredictable, amidst a multitude of new conditions, in order not only to survive but also to succeed in the competitive landscape?

This Special Issue of the journal Systems is intended to serve as a platform for researchers to seek solutions and identify new pathways for enterprise development, addressing not only current challenges but also attempting to look ahead from a strategic perspective—not just for today or tomorrow, but for the years to come.

This underscores the necessity of a holistic approach to strategic enterprise management in the age of Industry and Society transitioning from Era 4.0 to 5.0, taking into account the following:

  • digitalization processes;
  • innovation within enterprises and economies;
  • international linkages of enterprises, including their internationalisation;
  • sustainable development;
  • ESG (Environmental, Social, and Governance) factors;
  • the sharing economy;
  • and broadly understood entrepreneurship.

The central question posed by the editors of this Special Issue is as follows:
How do contemporary humans and technology interact, and what impact does this have on strategic enterprise management in the 21st century?

Prof. Dr. Barbara Siuta-Tokarska
Dr. Magdalena Belniak
Dr. Agnieszka Thier
Guest Editors

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Keywords

  • strategic management
  • industry
  • society
  • Era 4.0
  • Era 5.0

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Published Papers (2 papers)

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Research

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22 pages, 321 KB  
Article
Cross-Ownership System and Innovation Efficiency from a Corporate Sustainability Perspective
by Jia Li, Hangbo Liu and Dachen Sheng
Systems 2025, 13(11), 1023; https://doi.org/10.3390/systems13111023 - 15 Nov 2025
Viewed by 651
Abstract
In this study, the effects of horizontal and vertical cross-ownership on innovation are examined, along with the influence of controlling parties on innovation incentives in cross-ownership firms. Since state-owned enterprises (SOEs) have better resources, the focus question of the study is to understand [...] Read more.
In this study, the effects of horizontal and vertical cross-ownership on innovation are examined, along with the influence of controlling parties on innovation incentives in cross-ownership firms. Since state-owned enterprises (SOEs) have better resources, the focus question of the study is to understand if SOE-controlled cross-ownership firms have stronger innovation incentives and possess higher efficiency. By using regression methods to analyze the firms listed in Chinese market, the results show that horizontal cross-ownership increases innovation incentives, but vertical cross-ownership decreases them. When firms with cross-ownership are controlled by non-SOE institutions, investments in innovation decrease. However, the environmental protection score of such a firm is higher. Lower investment and greater environmental protection indicate greater efficiency, and cross-ownership provides greater synergy in terms of sustainability. When the firms are SOEs, there is no such effect, indicating a less efficient synergy. However, SOEs attract more research visits from financial institutions. This study provides significant value for understanding the cross-ownership business system in the Chinese market. It demonstrates that the controlling party of cross-ownership can impact the efficiency of joint research and innovation, which is crucial for transitioning from a push-based, digitalization-focused Industry and Society 4.0 to a more pull-based, human-centered Industry and Society 5.0 era. The results show that policymakers should consider initiating policy revisions to further support business sustainability and change SOEs’ leading business norms to support innovation. Full article

Review

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25 pages, 2762 KB  
Review
Artificial Intelligence Applications in Risk Management Within Integrated Management Systems: A Review
by Lucian Ispas, Costel Mironeasa, Traian-Lucian Severin, Delia-Aurora Cerlincă and Silvia Mironeasa
Systems 2025, 13(11), 967; https://doi.org/10.3390/systems13110967 - 30 Oct 2025
Cited by 1 | Viewed by 2876
Abstract
Artificial intelligence is increasingly used in all fields, especially in the area of risk management within Integrated Management Systems (IMS). The paper aims to highlight the role of artificial intelligence (AI) in risk management, therefore providing opportunities for industrial organizations, offering significant advantages [...] Read more.
Artificial intelligence is increasingly used in all fields, especially in the area of risk management within Integrated Management Systems (IMS). The paper aims to highlight the role of artificial intelligence (AI) in risk management, therefore providing opportunities for industrial organizations, offering significant advantages for improving the efficiency and accuracy of risk assessment and mitigation processes. By using advanced AI technologies, organizations can anticipate and manage risks more effectively, therefore optimizing operational performance and resilience. We reviewed and explored the main applications of AI implementation, risk management, the barriers encountered, and the advantages and disadvantages of using AI. A holistic analysis of IMS risk management, identification and assessment, operational efficiency of routine tasks, real-time data analysis, and immediate decision-making using AI was performed. The methods and technologies used are analyzed, along with the associated challenges, providing a comprehensive perspective on the impact of AI in industrial organizations. We conclude that the use of AI addresses challenges related to data quality, model interpretation, ethical issues, and high costs of implementation and management, which require qualified personnel. Also, we conclude that the use of AI in risk management for IMS presents significant opportunities for industrial organizations, including enhanced process monitoring, rapid information analysis, and swift response to emerging risks. This enables the optimization of risk management strategies, ultimately leading to increased operational safety and efficiency. Full article
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