International Scientific Journals
of Scientific Technical Union of Mechanical Engineering "Industry 4.0"

This article provides a systematic literature review to explore the relationship between digital transformation and corporate culture, focusing on their impact on employees’ work-life balance and well-being. In today’s dynamically changing work environment, the rapid adaptation of businesses to digital technologies figures prominently in changing corporate practices. This transition to the digital era has a significant impact on employees’ personal and professional lives, which must also remain a key area of research interest. This review will focus on two key research areas: (1) the role of digital technologies and teleworking in shaping work-life balance, and (2) corporate culture in the context of digital transformation. Within the research findings, there is considerable current literature on how companies can use digital technologies to their advantage while shaping a strong corporate culture to improve work-life balance and employee well-being.

A theoretical analysis of Industry 4.0’s effects on human resources management (HRM) is provided in this article. It looks at the potential and difficulties presented by the digital revolution, emphasizing the necessity of Smart HR 4.0. Workforce planning, job design, hiring, and staff development in response to emerging technologies like AI and big data are some of the major issues that have been studied. The significance of Education 4.0 in educating the labor force for jobs of the future is also emphasized in the essay. It emphasizes the necessity of HRM methods that change to meet Industry 4.0’s changing demands.

The topic of the Fourth Industrial Revolution, the evolution of jobs, and consequently changes in human capital issues is of increasing interest to researchers policy makers, and managers from corporate practice. Corporate culture is a tool for implementing the changes that come with the digital era. Teamwork is part of an adaptive corporate culture that creates the conditions for innovation and technological progress. The present study aims to investigate whether the relationship between Industry 4.0 tools and human resource management in this era (Smart HR 4.0) is mediated by the teamwork climate in the enterprise. The research was conducted by questionnaire survey in 115 industrial enterprises in Slovakia. The respondents were low, middle and top level managers. The PLS-SEM (Partial Least Squares Structural Equation Modelling) method was used to test the proposed hypotheses. The hypotheses were statistically tested at α = 0.05 level. The results of the performed analyses were processed using the statistical software SmartPLS 3. The hypothesis of the mediating effect of teamwork in the relationship of Industry 4.0 and SmartHR4.0 was confirmed. Partial mediation was found, with the indirect effect contributing by 32 percent to the total effect. The findings indicate that teamwork is an important mean of support in various innovative management tools, including HR and SmartHR4.0 implementation.

Decision making is a key characteristic of a successful organisation and one of the most important roles of a manager. Decisionmaking plays an important role during times of crisis. Any condition, even a crisis, can be handled by a manager equipped with the appropriate crisis competencies. In the theory of managerial decision-making, the various procedures and tools are explained through normative and descriptive theories, which should form the basis of decision-making even in times of crisis. Uncertainty and complexity are significant predictors of decision-making practices in such conditions. From a normative perspective, the characteristics of decision-making in times of crisis include complexity, political aspect and formalisation. From the perspective of descriptive theories, attention is paid to the psychological aspects of decision making and the influence of behavioural economics on managers’ decision making. The Fourth Industrial Revolution, with its tools, supports decision-making. The creators of this support should try to reinforce the intended rationality of the target user and at the same time avoid introducing “irrationality” into the processes of analysis and decision making. Effective technologies must take into account the complex social and economic nature of decision-making. Related to this is a properly aligned corporate culture as a tool for implementing the changes and innovations needed to cope with the crisis. Changing corporate culture as a quick response to a crisis is, according to many authors, impossible. That is why there is talk of preparedness in the form of gradual introduction of Industry 4.0 tools in order to build a digital corporate culture that can support the introduction of necessary changes in enterprises in times of crisis. The aim of this paper is to examine the impact of the crisis on changes in managerial decision-making in the era of the fourth industrial revolution and to discuss what role corporate culture can play in crisis-induced changes.

Fourth industrial revolution also known as Industry 4.0, is a concept that significantly influences the entire operation of businesses and management. It necessitates changes in individual managerial functions, not excluding decision-making. In management theory, managerial decision making is defined in terms of content through descriptive and normative theories. The aim of the presented article is to examine the normative and descriptive understanding of decision – making in the context of adaptation of individual approaches to changes in the business environment – especially adaptation to technological progress related to the fourth industrial revolution. An overrated aspect of decision-making in this era is its rational side due to the rapid development of computer technology and the availability of rich software support. On the other hand, there is a tendency to bring to the decision-making process the involvement of all involved, collective judgment, the ability to learn from the development of the situation or openness to feedback. The understanding of the decision-making process thus moves from its traditional concept to a new understanding, which includes the above-mentioned factors. Development leads to their integration in the form of a direction that does not yet have a name but means a synergy of rational decision-making and critical thinking and reasoning in the context of descriptive theories. The overall optimal result of the decision-making process is influenced by objective criteria through a rational-normative model, environmental characteristics and subjective influences, personality, and cognitive complexity of the manager.

Fourth industrial revolution also called Industry 4.0, is considered as the most discussed topics among experts nowadays. The excitement for the Industry 4.0 goes two ways. First says that the fourth industrial revolution deals with the question of “a priori” and not “ex-post”. Organizations and research institutions gain opportunities for active building and forming of the future. Secondly, it has significant economic impact, which promises much higher operational efficiency, as well as development of brand-new business models, services and products. At the moment, organizations are able to run without elements of the Industry 4.0, but only for a limited time. They have to look for a path of further development, and that is digitalization in each field of business. With help of human resource management, organizations are able to form skills, abilities, behaviour and attitude of employees in order to achieve the targets of organization. Human resources represent significant factor for competitive advantage in the knowledge economy. In the Industry 4.0 considering human resource management, managers have to mainly focus on supporting of innovation and learning in the organization. The main goal of this article is to identify changes in methods and techniques during realization of human resource management in the context of the impact of fourth industrial revolution in theory, based on research of available scientific literature. Attention is mainly focused on selected functions of human resource management like job design, staffing, training and performance appraisal