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

Honey is a valuable natural product with a complex composition, shaped by the botanical and geographical origin of nectar sources as well as the environmental conditions of the collection area. To ensure the authenticity, quality, and safety of honey, various analytical methods are applied, among which pollen and physicochemical analyses are of particular importance.
In this study, a pollen analysis was performed to determine the floral origin of the honey, alongside the measurement of electrical conductivity as an indicator of mineral content, acidity, and sugar composition. Samples were prepared by dissolving in distilled water and centrifugation, followed by the preparation of microscopic slides for pollen grain identification. The resulting data allowed the classification of honey as either monofloral or polyfloral, and identification of the predominant plant species in the collection area.
The combined approach of pollen and physicochemical analysis provides a reliable and scientifically grounded assessment of honey origin and quality, supporting product control, certification, and authenticity verification.

This article examines how labor productivity and digital adoption influence the export performance of European economies in the context of Industry 4.0. Building on Porter’s view of productivity as a key source of competitiveness, we test whether digitalization strengthens its effect on exports. Using an unbalanced EU panel for 2014–2024, the analysis combines World Bank trade indicators, ILO productivity data, and an EU digitalization index. Two-way fixed-effects regressions control for country heterogeneity and time shocks. The results show that income levels and market size support export performance, while productivity alone is not significant. After including digitalization, productivity becomes a significant driver, and the productivity–digitalization interaction is positive and highly significant. This implies that digitalization does not directly raise exports but amplifies the export-enhancing effect of productivity, highlighting the complementary role of digital capabilities in improving trade competitiveness in the era of Industry 4.0.

Locus of control is a central construct in personality psychology, used to investigate how individuals interpret responsibility for events and outcomes across different life domains, including the professional context. Originating from Julian Rotter’s social learning theory (1966), the concept distinguishes between internal and external orientations. Individuals with an internal locus of control tend to attribute success or failure to their own abilities, effort, and behavioral strategies, thus perceiving themselves as active agents capable of influencing their professional development. In contrast, individuals with an external locus of control attribute outcomes to external forces such as chance, fate, organizational constraints, or the actions of powerful others, which may limit their sense of personal agency and control at work.
The aim of this paper is to analyze the influence of locus of control within different types of work environments and to consider its implications for key psychological and organizational variables, including motivation, self-efficacy, job satisfaction, and individual performance. Empirical research consistently demonstrates that employees with a predominantly internal locus of control tend to exhibit stronger intrinsic motivation, greater persistence in the face of challenges, and higher levels of engagement with work tasks. These individuals often report more positive attitudes toward their job, higher performance evaluations, and better adaptability to organizational change. Conversely, a dominant external locus of control is associated with decreased motivation, lower perceived competence, and reduced overall job satisfaction.
The findings underscore that locus of control is a significant psychological factor shaping employees’ effectiveness, well-being, and capacity to adapt within contemporary work settings. As such, understanding its role can support the development of targeted organizational practices aimed at enhancing employee performance and resilience.

In the days of industrial development towards low-carbon production and the establishment of a circular economy, special attention should be paid to the implementation of green policies in real practices and training of all personnel of enterprises. The presented study examines the “green” models of labor organization in the context of the transition to a low-carbon economy. Training of personnel in the ideas of an environmentally friendly economy becomes a good practice for achieving the commitments made by companies to improve energy efficiency and optimize resources. Thus, the policies of senior management are implemented in all working units of enterprises and give a common course for companies to achieve the set goals towards low-carbon production. Training has always been and will be the main means of achieving given goals, ideologies and tasks. Training also equalizes all employees, regardless of their hierarchical position in the system, to fulfill the same requirements.

The present study examines autonomous factories as a contemporary manifestation of digital transformation in the manufacturing sector. Unlike traditional automation, autonomous systems demonstrate cognitive capabilities through the integration of artificial intelligence, machine learning, and cyber-physical systems. The technological architecture includes the Internet of Things, digital twins, advanced robotics, and blockchain technologies, functioning in synergy. The implementation process follows a phased evolution through five maturity levels. The analysis reveals multiple challenges – technical, financial, ethical, and regulatory. Empirical data shows that the primary difficulties stem from psychological resistance and organizational adaptation, rather than from technological limitations. The research examines the economic effects, changes in employment structure, and the social dimensions of the transformation. In conclusion, the necessity for a balanced approach is emphasized, integrating technological capabilities with human needs in the context of Industry 5.0 philosophy.

Family firms constitute an important element of the modern economy, combining the values of tradition, intergenerational continuity, and social responsibility. Their activities are often characterized by a conservative approach to strategic decision-making and a cautious attitude toward innovation. However, in the face of increasing global competition and rapid technological change, maintaining a sustainable market position requires openness to digital transformation and the implementation of the Industry 4.0 concept. Industry 4.0 represents a new paradigm of business activity, combining digital technologies and the Internet with conventional manufacturing processes, in order to enhance their efficiency and flexibility. The aim of this paper is to analyze the implementation of the Industry 4.0 concept in a medium-sized family enterprise located in north-eastern Poland. Over its more than forty-year history, the company has undergone a profound transformation from a manufacturer of simple metal products and agricultural tools, through a producer of cable connectors for the shipbuilding industry, to a specialized supplier of components for the aviation, automotive, and railway sectors. In recent years, the company, supported by grants from European Union funds, has established an R&D department as well as a Center for Robotics and Automation, forming the foundation of its digital transformation process. The results of the study indicate that the implementation of Industry 4.0 solutions has contributed to strengthening the company’s competitive position and facilitating its expansion into international markets. The key determinants of success were effective intergenerational succession, the pro-innovative attitudes of family members, and cooperation with universities and research entities.

Industry 4.0 has established itself as an era of digital transformation, automation, and intelligent technologies that integrate machine systems, data, and processes into a unified architecture. Its core strength is rooted in efficiency, speed, and systematic optimization. However, the pursuit of maximum productivity often displaces anthropometric factors – ethical values, sustainable development, and the social dimensions of technological progress. This is precisely where the philosophy of Industry 5.0 is positioned, building upon the previous paradigm by placing humans at the center of transformational processes. If Industry 4.0 represents the era of machine dominance, then Industry 5.0 introduces the era of symbiosis between human and technological capabilities. The change goes beyond theoretical frameworks and generates measurable results. When people are perceived as partners rather than victims of technological progress, innovations become bolder, products more personalized, and business models more sustainable. Industry 5.0 does not reject digitalization but humanizes it by integrating values such as sustainable development, social responsibility, and balance between technological innovation and human creativity.

The article provides an insight into the analysis of trends in contemporary HR in the era of Industry 4.0, with an emphasis on the role of artificial intelligence (AI) in managers’ decision-making processes. The study addresses the opportunities and threats associated with the implementation of AI within HR and its impact on organizational effectiveness and human resource management. Using secondary data analysis and literature synthesis, we offer a deeper insight into modern HR management approaches and discuss the potential risks associated with digital transformation. The aim of the study is to provide practical recommendations for managers on how to deal with the challenges of the current Industry 4.0 era.

The AI’s role in life has increased significantly since the initial introduction of ChatGPT. This trend has drawn the attention of scholars to numerous topics and the entrepreneurship education is one of them. There is already research on the potential of AI in entrepreneurship education and the current paper aims at identifying benefits of AI for entrepreneurship education alongside with potential risks and challenges of its application. The results show that AI can contribute to more personalized education with real environment simulations. Alongside it can improve the assessment. However, challenges like date security, overdependence on AI and AI biases, need to be addressed. The findings identify the need for future examination of specific cases and may contribute to the development of regulations, ethical consideration and development of practices in implementing AI in entrepreneurship education.

This report identifies the drivers and challenges of tourism human capital management under the conditions of ubiquitous digital transformation. Major attention was paid to integration of opportunities of the existing technologies caused by the penetration of artificial intelligence in all spheres of the tourism industry, while preserving the which will give way to harmonious interaction and will create technological intelligence.

In the modern era, it is a challenge to develop a high-quality business product that adequately serves its real purpose, by implementing Machine Learning (ML) and Large Language Models (LLM), both generally defined as AI. For this reason, Danlex 78 proposes a multilayer approach for developing an augmented analytics platform and Service 4.0 solution to accomplish service excellence in x-ray inspection systems. In this approach, AI is important, but still just a tool for achieving targeted business goals. The complex ecosystem of business knowledge combined with science and technology leads to our working solution. This article presents our approach and marks the most important KPIs for achieving service excellence in X-ray inspection systems maintenance.

Digitalization is essential for improving business processes in today’s business environment. Around the world, the process of business digitalization is considered one of the biggest challenges for the economies of countries, because such a process costs a lot and weighs heavily on business and state budgets. Enterprises can easily adopt new technologies in production processes and at all economic levels thanks to digital technology, which also enables them to dominate markets. The importance of the research topic and the problems that digital management addresses are determined by the speed with which the information, communication and economic domains are developing. Nowadays, the use of digital tools and platforms allows companies to save costs, create competitive business advantages and, most importantly, respond quickly to changes in internal and external environments. Albanian businesses are also in the situation of many businesses challenged by the demands of using new technologies in the implementation of their business processes, both in terms of production and creation, as well as in terms of supply and sales. The increase in demands on the quality of services and products produced on the one hand, and the increase in demands on the speed of service delivery on the other, are recognized as the main indicators in the beginning of the digitalization of businesses in our country. The digitalization of business operations has an impact on the entire business network, considering that all forms of doing business are dependent on the use of digital technologies.
Therefore, the main purpose of the paper is to examine the digital management system, how it is built and how it serves different enterprises to quickly respond to the market and improve their services. This paper develops and implement a framework to examine how digital systems are managed in contemporary businesses, paying particular attention to how new technologies integrate, operate, and impact resource management and operational effectiveness.