Study of synergies between behavioral and organizational factors impacting operational excellence in the context of Industry 5.0

Abstract

The technological acceleration linked to the transition to Industry 5.0 imposes increasing challenges on companies particularly in sustainable operational excellence and competitiveness. The Human centric approach of industry 5.0 raises the issue of contextualizing the key behavioral factors that impact operational excellence in smart manufacturing environments.

This main objective of this study is to understand the interactions between various behavioral and organizational factors to determine their impact on the operational excellence of companies integrating emerging Industry 5.0 technologies.  Using a quantitative approach, this study examined how operational strategy (OS), organizational agility (OA), leadership (L), organizational culture (OC), human resource management practices (HRMP), Training and knowledge sharing (TKS), communication (C), employee engagement (EE), and middle management engagement (MME) interact and contribute to operational excellence.

Data was collected from 100 companies from various industrial sectors. Correlation analysis was used to identify significant links between these variables. Results highlight the importance of an integrated approach, where the synergy between these factors can be optimized to improve overall performance. This study offers a holistic model where operational strategy, organizational agility, innovation, leadership, organizational culture, HR practices, communication, and engagement at different levels of the organization interact in a synergistic way.