Ekonomia — Wroclaw Economic Review 29/3 (2023)

Acta Universitatis Wratislaviensis

No 4193

https://doi.org/10.19195/2658-1310.29.3.4

Małgorzata Fiałkowska-Filipek
ORCID: 0000-0003-1694-0032
Wroclaw University of Science and Technology
[email protected]

Anna Dobrowolska
ORCID: 0000-0001-9562-7954
Wroclaw University of Science and Technology
[email protected]

Quality 5.0: Towards sustainable quality

improvement in organizations
Date of submission: 26.05.2023; date of acceptance: 01.09.2023

JEL classification: M19

Keywords: Quality 5.0, Industry 5.0, Society 5.0, quality improvement

Abstract
The concept of Quality 5.0 in management sciences has emerged relatively recently. It is an attempt
to respond to the limitations attributed to Quality 4.0, which focuses on industry and the use of
advanced technologies mainly in production processes. Quality 5.0 goes beyond this framework
and introduces an equally strong human and social factor. The article defines the concept of Quality
5.0 in relation to quality improvement in organizations and presents the author’s conceptual model
of Quality 5.0 as a sustainable concept for quality improvement. The proposed model consists
of 12 attributes of Quality 5.0, divided into four categories: (1) Balanced Techno-Human Cen-
tric Management System: agile and aware leadership, real-time data decision making, continuous
improvement; (2) Human: empowerment, creativity, diversity; (3) Process: integration, efficiency,
flexibility; (4) Technology: analytics, connectivity, and scalability. In the Quality 5.0 model, the
organization supports the Triple Bottom Line of Sustainable Development through value co-cre-
ation, problem-solving, cooperation, and innovation.

© The Author(s), 2023.

Published by Wydawnictwo Uniwersytetu Wrocławskiego and Wydawnictwo “Szermierz” sp. z o.o. This is an open access article distributed
under the terms of the Creative Commons Attribution 4.0 licence (CC BY 4.0), https://creativecommons.org/licenses/by/4.0/legalcode.

Ekonomia 29.3.indd 49 16.04.2024 13:01:12

 50 Małgorzata Fiałkowska-Filipek, Anna Dobrowolska

1. Introduction
The dynamically changing organizational environment, including the develop-
ment of advanced technologies and the sensitivity to social and ecological values,
has a direct and increasingly noticeable impact on the activities of organizations.
Currently, organizations are paying greater attention to achieving Sustainable De-
velopment Goals (SDGs). In the context of management, managers are recognizing
the consequences of their actions, not only in terms of potential economic bene-
fits for shareholders, but also in terms of their impact on society and the environ-
ment. The changes occurring in the early 21st century have been referred to as
the Fourth Industrial Revolution. The pandemic period reinforced the shift in this
approach to a fifth industrial revolution that goes beyond strictly technocratic val-
ues such as efficiency and productivity to strengthening the role and contribution
of industry in leading positive social transformations, while respecting the limits
of planetary production.
The transformations that are taking place are reflected in the way quality is
managed in organizations. The turn of the millennium, in the evolution of qual-
ity improvement, is the time of Total Quality Management (TQM), including the
adaptation of concepts and methods such as Lean, Six Sigma, as well as the con-
tinued use of quality management standards and techniques. Researchers agree on
four distinguishable stages in the evolution of quality improvement, which in the
20th century included: quality inspection, quality control, quality assurance, and
quality management. Questions arise in the contemporary context: can we distin-
guish and name the current stage of quality improvement evolution, and how? Re-
cent attempts to frame the prevailing paradigm refer to the concept of Quality 5.0.
The concept of Quality 5.0 (Q5.0) has emerged relatively recently in the field
of management sciences, aiming to address the limitations associated with Qual-
ity 4.0 (Q4.0). While Q4.0 focuses on the utilization of advanced technologies,
particularly information technology, in organizational production processes, Q5.0
surpasses this framework. It broadens the scope of organizational management to
encompass social aspects, reshaping our perception of the relationship between
social sustainability and organizational sustainability. Presently, researchers are
actively working towards conceptualizing Q5.0, yet diverse and multidimensional
perspectives persist. Considering the evolving state of knowledge in this domain,
studies that identify the essential attributes of Q5.0 can provide valuable insights.
Accordingly, this paper aims to present research findings that define the con-
cept of Q5.0 in the context of organizational quality improvement. Additionally,
the authors introduce their conceptual model of Q5.0 as a sustainable approach for
enhancing quality within organizations. The research methodology employed in-
cludes a critical review of relevant literature and logical inference tools.

Ekonomia 29.3.indd 50 16.04.2024 13:01:12

 Quality 5.0: Towards sustainable quality improvement in organizations 51

2. Theoretical framework of the research

2.1. Quality 4.0: Taking advantage from the Fourth Industrial
Revolution
In 2011, the term Industry 4.0 (I4.0) emerged to describe the observed trend with-
in manufacturing companies, characterized by an increased utilization of new in-
formation technologies. These technologies include big data analytics, Internet of
Things, cloud computing, additive manufacturing, artificial intelligence, block-
chain, augmented reality, virtual reality, and cyber-physical systems (Kagermann
and Wahlster, 2022; Ranjith Kumar et al., 2022). The emergence of I4.0 has sparked
interest among researchers in various management domains, including services,
logistics, healthcare, and quality management. These researchers have begun to
explore the application of information (electronic) technologies within their re-
spective areas of interest, leading to the emergence of terms such as Service 4.0,
Logistics 4.0, and also Quality 4.0.
The term Quality 4.0 was first used in an American Society for Quality report
in 2015 in the context of referring to the TQM area for the next stages of industry
development and the I4.0 concept (ASQ, 2015; Radziwill, 2018). The first article
published in 2016 in this field by Foidl and Felderer (2016) started a discussion on
integration and the importance of Quality Management in the I4.0 context, as well
as its success factors. In publications on Q4.0 that have since been published, the
concept is understood in different ways:
– Q4.0 as the application of the new digital technologies indicated in I4.0 to
improve processes, products, organization (ASQ, 2023); Radziwill, 2020; Sony
et al., 2020, Sony et al., 2021). In this approach, there is no distinction between
I4.0 and Q4.0.
– Q4.0 as an integral part of I4.0, necessary for I4.0 to be implemented (Radzi-
will, 2018; Küpper et al., 2019; Zonnenshain and Kenett, 2020).
– Q4.0 as an integration of TQM principles with new digital technologies (new
technologies as a benefit element), primarily with evidence and data-based deci-
sion-making (Salimova et al., 2020; Zonnenshain and Kenett, 2020).
– Q4.0 as the digitalization of TQM and its effect on quality technology, pro-
cesses, and individuals (Carvalho et al., 2021).
– Q4.0 as a concept for improving organizational culture, collaboration, and
leadership through the use of new technologies (Jacob, 2017). Seen as an element
of integrating new technologies with people management.
One significant model that has attempted to comprehensively define Q4.0 is
the work of Jacob (2017). In this work, it is assumed that “Quality 4.0 isn’t real-
ly a story about technology. It’s about how that technology improves culture, col-
laboration, competency and leadership”. Q4.0 does not replace traditional quality

Ekonomia 29.3.indd 51 16.04.2024 13:01:13

 52 Małgorzata Fiałkowska-Filipek, Anna Dobrowolska

management, but augments it with technological tools. The author identified three
dimensions of Q4.0: people, processes, technology and, within these, there are
11 axes that describe the key elements of Q4.0: leadership, culture, compliance,
management system, competency, collaboration, scalability, analytics, data, app
development, connectivity (the connection between business information technol-
ogy and operational technology) (Jacob, 2017).
In another Q4.0 model presented by Ranjith Kumar et al. (2022), the authors
adopted three quality dimensions (people, processes, technology) and assigned
to them Q4.0 attributes respectively: (1) People: leadership, culture, competency;
(2) Processes: integration, management system, compliance; (3) Technology: data,
analytics, connectivity, scalability. The first two dimensions (people and processes)
build capabilities (called 4.0 capabilities), which include: real-time data manage-
ment, interoperability, visualization, decentralization, agility, service orientation,
integrated business process and sustainability. Technology-driven business mod-
els based on I4.0 technologies and 4.0 capabilities create the ability to cater to cus-
tomer and societal requirements.
Despite the emergence of Q4.0 models that aim to integrate new digital tech-
nologies and enhance quality management, these models fail to consider the organi-
zation’s environment and the societal demands prevalent in the current context of
the climate crisis and planetary emergency. Q4.0, as defined by various research-
ers, primarily focuses on the application of digital technologies to improve pro-
cesses, products, and the organization, without distinguishing it from I4.0. While
some models emphasize the integration of quality management principles with
new technologies, they neglect the urgent need to address deep social tensions and
environmental concerns. The models fail to encompass the broader societal and
environmental aspects necessary for a holistic approach to quality management
in the face of the current challenges.

2.2. Society 5.0: Towards the Fifth Industrial Revolution

Society 5.0 (S5.0) is an evolutionary concept that builds upon the foundations of
information societies (Societies 3.0) and knowledge societies (Societies 4.0). It en-
visions a society where digital technology, artificial intelligence, and automation
are harnessed to promote social well-being and sustainable development (Deguchi
et al., 2020, 4). In S5.0, advanced I4.0 information technologies are actively uti-
lized not only in the industrial sector (production processes) but also in everyday
life, healthcare, and various other domains. The primary focus is no longer solely
on economic gains but on enhancing the benefits and convenience for every indi-
vidual citizen. This concept emphasizes leveraging technology to create a society
that prioritizes the welfare and needs of its members (EC, 2021, 9).
The concept of S5.0 emerged in Japan as a response to the country’s chal-
lenges, including energy shortages, reliance on foreign imports, limited natural

Ekonomia 29.3.indd 52 16.04.2024 13:01:13

 Quality 5.0: Towards sustainable quality improvement in organizations 53

resources, and an aging population. Recognizing the need for strategic changes,
Japan sought to develop a new societal model. In 2016, the Fifth Science and Tech-
nology Base Plan was implemented, envisioning a transition from I4.0 to S5.0. Un-
like I4.0, S5.0 places emphasis on people, society, and human relationships, pri-
oritizing a human-centric approach. It is also known by names such as creative,
imaginative, or super-intelligent society (Salgues, 2018, 1–3).
The transition to S5.0 brings about a shift in paradigms and beliefs. This new
society moves away from economies of scale and a focus on efficiency in indus-
tries, towards value creation and problem-solving for the society as a whole. The
detrimental environmental impacts of mass production and resource consump-
tion are being replaced by a commitment to sustainability and environmental har-
mony. Values like diversity, decentralization, and resilience are gaining promi-
nence. The concept of S5.0 is closely aligned with the United Nations’ SDGs and
the Triple Bottom Line framework (prosperity, people, planet) (Keidanren Policy
and Action, 2018, 15–20).
In Europe, the concept of S5.0 has been adapted into a new industrial de-
velopment strategy known as Industry 5.0 (EC, 2020, 7; EC, 2021, 9). The trans-
formative model of Industry 5.0 (I5.0) reflects the societal and economic changes
brought about by the COVID-19 pandemic. I5.0 was formulated to create an in-
dustrial system that possesses inherent resilience against future shocks and pres-
sures, while fully embracing the social and environmental principles of the Euro-
pean Green Deal (EC, 2022, 7–11). The concept of I5.0 transcends the narrow focus
on technological and economic growth inherent in the existing economic model,
which revolves around extraction, production, and consumption. Instead, it pre-
sents a fresh perspective on growth, prioritizing human progress and well-being.
This entails reducing and transitioning consumption patterns towards sustainable,
circular, and regenerative forms of economic value creation, aiming for equitable
prosperity. I5.0 is not simply a technological advancement; rather, it contextualizes
the principles of I4.0 within the broader challenges of the modern world, aligning
with the SDGs and S5.0 (EC, 2022, 6).

3. Research methodology
The research utilized a critical literature review as described by Snyder (2019).
This approach is particularly useful when addressing new and emerging issues.
Unlike a systematic literature review, it allows for the assessment, criticism, and
synthesis of areas and theories that are not yet firmly established. Its main objec-
tive is to develop initial conceptualizations and theoretical models. Given that the
concept of Q5.0 is in the early stages of being incorporated into the field, grounded
theory was employed to construct the conceptual model (Glaser and Strauss, 2017).
An exploratory analysis of scientific publications in the Scopus database re-
vealed a scarcity of articles focusing on the concept of Q5.0. Table 1 presents the

Ekonomia 29.3.indd 53 16.04.2024 13:01:13

 54 Małgorzata Fiałkowska-Filipek, Anna Dobrowolska

number of publications retrieved from searches using the terms “Quality 4.0”, “So-
ciety 5.0”, “Industry 5.0”, and “Quality 5.0” within the TITLE-ABSTRACT-KEY-
WORDS field between 2017 and 2022. In comparison, a search using the same
method for the term “Industry 4.0” yielded 26,292 scientific publications. Consid-
ering the paradigm shift, as mentioned in the theoretical section, a correspond-
ing increase in the number of publications is also expected within the realm of
Industry 5.0.
Table 1. Number of searches for the indicated terms in the Scopus database
Quality 4.0 Society 5.0 Industry 5.0 Quality 5.0
2017 3 7 – –
2018 3 16 2 –
2019 6 42 22 1
2020 16 100 41 3
2021 32 168 102 1
2022 67 181 404 –
Total 127 514 771 5
Source: own research as of July 4, 2023.

For the analysis, a Scopus database was utilized, acknowledging that some
of the publications may address topics outside the field of management and qual-
ity. Specifically, the publications that delve into the subject of Q5.0 in the domain
of management include Arsovski (2019), Deleryd and Fundin (2020), and Fundin
et al. (2020). In addition, employing the snowball approach, the article by Frick and
Grudowski (2023) found on Google Scholar was added. Publications that explore
the evolution and future of concepts associated with quality management were also
considered, such as Garvare and Johansson (2010), Dahlgaard-Park (2011), Weck-
enmann et. al. (2015), Siva et al. (2016), Carnerud and Bäckström (2021), and Wen
et al. (2022). Additionally, publications referenced in the theoretical framework
were consulted as a foundation for inference.

4. Results
4.1. Quality 5.0 as a new paradigm in the quality
management evolution
The evolution of quality management in organizations has transitioned from tradi-
tional quality control-based approaches to the concept of Q5.0, reflecting a shift
in the understanding of quality. Traditionally, quality was primarily focused on
process control and eliminating defects. However, with the advent of I5.0, the in-
tegration of advanced technologies, resource limitations, and changing societal

Ekonomia 29.3.indd 54 16.04.2024 13:01:13

 Quality 5.0: Towards sustainable quality improvement in organizations 55

expectations have prompted a change in the approach to quality management. In

the present context, quality management extends beyond the confines of the or-
ganization and its immediate surroundings, encompassing broader social and en-
vironmental aspects.
Q5.0 represents a novel paradigm for enhancing quality, emphasizing the
harmonious collaboration between technology and human resources to foster so-
cial value and sustainability. This entails leveraging advanced technologies like
artificial intelligence, robotics, and data analytics to enhance processes, while ac-
tively involving employees, customers, and stakeholders in co-creating superior
solutions. Unlike earlier stages of quality management, Q5.0 extends the scope of
pro-quality endeavors to encompass the Triple Bottom Line, encompassing stake-
holders’ well-being, societal considerations, and environmental impact. Figure 1
illustrates the placement of the concept of Q5.0 within the overall evolution of
quality management.

Stakeholder

Customer

Organization

Organization Process
Quality 5.0
Process Product

Product
Total
Process Product
Quality
Management
Product Process
Quality
Assurance Organization
Product
Quality Customer
Control
Quality Stakeholder
Inspection
Society

Environment

Figure 1. Quality 5.0 as a new paradigm in the quality management evolution

Source: own research.

Q5.0 is experiencing a broadening of its impact beyond the traditional do-

mains of product, process, organization, and customer. In this new approach, or-
ganizations strive to establish connections and collaborations with all stakeholders.
This includes actively engaging with the local community and the environment,
considering their needs and expectations when conducting their operations. The
essence of Q5.0 lies in promoting the creation of social value and sustainability.
Consequently, organizations are expected to embrace social responsibility and
demonstrate a commitment to environmental well-being. This entails incorporat-
ing SDGs, addressing environmental considerations, and fulfilling the responsibil-

Ekonomia 29.3.indd 55 16.04.2024 13:01:13

 56 Małgorzata Fiałkowska-Filipek, Anna Dobrowolska

ities associated with corporate social responsibility. By adopting these practices,

organizations can contribute to the greater good and enhance their overall quality
performance.

4.2. Quality 5.0 origins

Q5.0 emerged as an evolution of Q4.0, resulting from the integration of modern
ideas related to I5.0 and S5.0, alongside the established principles of TQM as de-
picted in Figure 2. By blending the concepts of I5.0 and TQM, the Q5.0 framework
harnesses advanced technologies like artificial intelligence, robotics, and data ana-
lytics to enhance the quality of products and services. Simultaneously, similar to
TQM, it places significant emphasis on involving the entire organization, manag-
ing processes effectively, and considering diverse needs and requirements.
In this new paradigm, the notion of the customer expands beyond its trad-
itional boundaries and encompasses all stakeholders with society at large and the
environment. Q5.0 acknowledges the broader scope of impact and extends its
focus to meet the needs and expectations of these diverse entities. By adopting the
holistic approach, organizations can align their efforts with the interests of vari-
ous stakeholders, as well as contribute to societal well-being and environmental
sustainability.

TQM

Quality 4.0

Industry 4.0 Quality 5.0

Industry 5.0

Society 5.0

Figure 2. The origins of Quality 5.0

Source: own research.

Q5.0 embraces a Triple Bottom Line of SDGs that encompasses economic,

social, and environmental dimensions. Unlike the technology-centric focus of I4.0,
Q5.0 broadens its perspective to include human and social considerations. It rec-
ognizes the significance of human collaboration, creativity, and well-being along-

Ekonomia 29.3.indd 56 16.04.2024 13:01:13

 Quality 5.0: Towards sustainable quality improvement in organizations 57

side the utilization of advanced technologies. The objective of Q5.0 is to generate

value not only in economic terms but also in social and environmental realms.

4.3. Quality 5.0 conceptual model

The development of the Q5.0 conceptual model (Figure 3) was the outcome of
a critical literature review, examining various sources in depth. The model illustrates
the key attributes of Q5.0, focusing on four fundamental organizational compon-
ents: the management system, people, technology, and processes. These components
are interconnected and work in tandem within an organization’s Quality Manage-
ment System (QMS). Traditionally, the QMS responds to the demands and expect-
ations of customers. However, in the context of Q5.0, the QMS extends its scope
to encompass the requirements, expectations, and needs of not only customers and
stakeholders but also local communities and the environment, embracing the Triple
Bottom Line framework.

Quality 5.0 attributes

Human Enhancement
Balanced T-H Centric Management System

Empowerment
Creativity
Diversity
Leadership (awareness, agility)
Real-time data decision making
Continuous Improvement

Triple Bottom Line

Process of Sustainable
Value co-creation Development
Integration
Problem solving
Effeciency Cooperation Prosperity
Flexibility Innovation Planet
People

Technology
Analytics
Connectivity
Scalability
Requirements

Figure 3. Quality 5.0 conceptual model

Source: own research.

The management system in Q5.0 is centered around maintaining a balance

between technology and human aspects. It includes attributes such as leadership
awareness and agility, enabling leaders to understand the impact of technological
advancements and respond effectively. Real-time data decision-making ensures
that decisions are based on up-to-date information. Continuous improvement is
emphasized to drive organizational growth and enhance overall performance. The

Ekonomia 29.3.indd 57 16.04.2024 13:01:13

 58 Małgorzata Fiałkowska-Filipek, Anna Dobrowolska

human component of Q5.0 focuses on empowering individuals within the organi-

zation. It promotes creativity and diversity by providing an environment that en-
courages employees to contribute their unique perspectives and ideas. Empower-
ment initiatives enable individuals to take ownership of their work and contribute
meaningfully to organizational goals. By prioritizing the well-being and develop-
ment of people, Q5.0 aims to foster a positive and inclusive organizational culture.
The process component of Q5.0 emphasizes integration, efficiency, and flexibility.
Processes are designed to be seamlessly integrated, ensuring smooth flow and col-
laboration across different departments, functions, people, and technology. Effi-
ciency allows organizations to minimize waste and optimize resource utilization.
Flexibility is prioritized to adapt quickly to changing organizational environment
conditions and stakeholder requirements, enhancing agility and responsiveness.
Technology still plays a crucial role, supporting the organization’s goals and ob-
jectives. Analytics enables data-driven decision-making, leveraging insights from
large volumes of information. Connectivity ensures seamless communication and
collaboration across various systems and stakeholders. Scalability allows organi-
zations to grow and adapt their technological infrastructure as needed to meet
changing demands.
The relationship between the Q5.0 components and Triple Bottom Line of
SD is characterized by mutual enhancement. The results of QMS in the context
of Q5.0 contribute to the achievement of SDGs, promoting prosperity, people’s
well-being, partnerships, a healthy planet, and peace. At the same time, SD goals
set requirements for the Q5.0 components, serving as guiding principles for or-
ganizational practices. To strengthen this relationship, value creation is empha-
sized. Q5.0 encourages organizations to generate value for all stakeholders, but not
only in terms of financial prosperity, but also in terms of societal welfare. Prob-
lem-solving is crucial to address the challenges and complexities associated with
SDGs, fostering innovative approaches. Cooperation and collaboration across or-
ganizations, industries, and sectors are essential to create synergies and achieve
sustainable outcomes.

5. Conclusions
The rapidly changing organizational landscape, driven by advancements in tech-
nology and a growing awareness of social and environmental values, has brought
about a significant impact on organizational activities. Today, organizations are
increasingly focused on achieving sustainable development goals and recogniz-
ing the consequences of their actions beyond economic benefits for shareholders.
This shift has been represented in the field of quality management science in the
concept of Q5.0.

Ekonomia 29.3.indd 58 16.04.2024 13:01:13

 Quality 5.0: Towards sustainable quality improvement in organizations 59

Q5.0 recognizes the importance of harmonious collaboration between technol-

ogy and human resources in achieving social value and sustainability. It leverages
advanced technologies to improve processes while actively involving employees,
customers, and stakeholders in the co-creation of solutions. Unlike previous stages
of quality management, Q5.0 extends the scope of pro-quality activities to encom-
pass the Triple Bottom Line, considering the well-being of stakeholders, societal
considerations, and environmental impact. By adopting this holistic approach, or-
ganizations can contribute to the greater good, align with sustainable development
goals, and enhance their overall quality performance. The proposed by authors
conceptual model of Q5.0 outlines 12 quality attributes in four key organization-
al components: (1) Balanced Techno-Human Centric Management System: agile
and aware leadership, real-time data decision making, continuous improvement;
(2) Human: empowerment, creativity, diversity; (3) Process: integration, efficiency,
flexibility; (4) Technology: analytics, connectivity, and scalability.
In conclusion, Q5.0 represents a paradigm shift in quality management, in-
tegrating advanced technologies with human-centric approaches and sustainable
development goals. It expands the scope of quality to include social and environ-
mental dimensions, fostering collaboration, innovation, and value creation. The
conceptual model of Q5.0 provides a foundation for organizations to embrace this
new paradigm and strive towards sustainable quality improvement. Further re-
search and empirical studies are needed to fully explore and implement the prin-
ciples and attributes of Q5.0 in various organizational contexts.

References
Arsovski, S. (2019). Social oriented quality: From Quality 4.0 towards quality 5.0. Proceedings on
Engineering Sciences, 1(2), 397–404. https://doi.org/10.24874/PES01.02.037.
ASQ. (2015). Future of Quality Report: Quality Throughout. Retrieved May 26, 2023, from http://
science.thomsonreuters.com.
ASQ. (2023). Quality 4.0. Retrieved May 26, 2023, from https://asq.org/quality-resources/qual-
ity-4-0.
Carnerud, D., Bäckström, I. (2021). Four decades of research on quality: Summarising, trendspot-
ting and looking ahead. Total Quality Management & Business Excellence, 32(9–10), 1023–
1045. https://doi.org/10.1080/14783363.2019.1655397.
Carvalho, A.V., Enrique, D.V., Chouchenea, A., Charrua-Santosa, F. (2021). Quality 4.0: An over-
view. Procedia Computer Science, 181, 341–346. https://doi.org/10.1016/j.procs.2021.01.176.
Dahlgaard-Park, S.M. (2011). The quality movement: Where are you going? Total Quality Manage-
ment & Business Excellence, 22(5), 493–516. https://doi.org/10.1080/14783363.2011.578481.
Deguchi, A., Hirai, C., Matsuoka, H., Nakano, T., Oshima, K., Tai, M., Tani, S. (2020). What is so-
ciety 5.0. In Hitachi-UTokyo Laboratory (ed.), Society: A People-Centric Super-Smart Soci-
ety (1–24). Cham: Springer. https://doi.org/10.1007/978-981-15-2989-4_1.
Deleryd, M., Fundin, A. (2020). Towards societal satisfaction in a fifth generation of quality – the
sustainability model. Total Quality Management & Business Excellence, 1–17. https://doi.org
/10.1080/14783363.2020.1864214.

Ekonomia 29.3.indd 59 16.04.2024 13:01:13

 60 Małgorzata Fiałkowska-Filipek, Anna Dobrowolska

EC. (2020). Enabling Technologies for Industry 5.0: Results of a Workshop with Europe’s Technol-
ogy Leaders. Luxembourg: Publications Office. Retrieved May 26, 2023, from https://data.
europa.eu/doi/10.2777/082634.
EC. (2021). Industry 5.0: Towards a Sustainable, Human-Centric and Resilient European Indus-
try. Luxembourg: Publications Office. Retrieved May 26, 2023, from https://data.europa.eu/
doi/10.2777/308407.
EC. (2022). Industry 5.0, a Transformative Vision for Europe – Governing Systemic Transforma-
tions towards a Sustainable Industry. Luxembourg: Publications Office. Retrieved May 26,
2023, from https://data.europa.eu/doi/10.2777/17322.
Foidl, H., Felderer, M. (2016). Research challenges of industry 4.0 for quality management. In
M. Felderer, F. Piazolo, W. Ortner, L. Brehm, H.J. Hof (eds.), Innovations in Enterprise In-
formation Systems Management and Engineering (121–137). Cham: Springer. https://doi.
org/10.1007/978-3-319-32799-0_10.
Frick, J., Grudowski, P. (2023). Quality 5.0: A paradigm shift towards proactive quality control
in industry 5.0. International Journal of Business Administration, 14(2), 51–56. https://doi.
org/10.5430/ijba.v14n2p51.
Fundin, A., Lilja, J., Lagrosen, Y., Bergquist, B. (2020). Quality 2030: Quality management for the
future. Total Quality Management & Business Excellence, 1–17, https://doi.org/10.1080/147
83363.2020.1863778.
Garvare, R., Johansson, P. (2010). Management for sustainability: A stakeholder theory. Total Qual-
ity Management, 21, 737–744. https://doi.org/10.1080/14783363.2010.483095
Glaser, B.G., Strauss, A.L. (2017). Discovery of Grounded Theory: Strategies for Qualitative Re-
search. New York: Routledge. https://doi.org/10.4324/9780203793206.
Jacob, D. (2017). Quality 4.0 Impact and Strategy Handbook: Getting Digitally Connected Quality
Management. Cambridge, MA: LNS Research. Retrieved May 26, 2023, from https://mem-
bers.lnsresearch.com/research-library/research-articles.
Kagermann, H., Wahlster, W. (2022). Ten years of industrie 4.0. Science, 4(3), 26. https://doi.
org/10.3390/sci4030026.
Keidanren Policy & Action. (2018). Society 5.0: Co-Creating the Future. Retrieved May 20, 2023,
from https://www.keidanren.or.jp/en/policy/2018/095_booklet.pdf.
Küpper, D., Knizek, C., Ryeson, D., Noecker, J. (2019). Quality 4.0 Takes More Than Technol-
ogy. BCG. Retrieved May 26, 2023, from https://www.bcg.com/publications/2019/quality-
4.0-takes-more-than-technology.
Radziwill, N. (2020). The quality 4.0 revolution: Reveal hidden insights now with data science and
machine learning. In Quality 4.0 Summit on Disruption, Innovation, and Change: Organiz-
ational Excellence in the Digital Age, Dallas, TX.
Radziwill, N.M. (2018). Quality 4.0: Let’s get digital: The many ways the Fourth Industrial Revo-
lution is reshaping the way we think about quality. Quality Progress, 24–29. https://doi.
org/10.48550/arXiv.1810.07829
Ranjith Kumar, R., Ganesh, L.S., Rajendran, C. (2022). Quality 4.0: A review of and framework for
quality management in the digital era. International Journal of Quality & Reliability Manage-
ment, 39(6), 1385–1411. https://doi.org/10.1108/IJQRM-05-2021-0150.
Salgues, B. (2018). Society 5.0: Industry of the Future, Technologies, Methods, and Tools. Hoboken:
John Wiley & Sons.
Salimova, T., Vatolkina, N., Makolov, V., Anikina, N. (2020). The perspective of quality manage-
ment system development in the era of Industry 4.0. Humanities & Social Sciences Reviews,
8(4), 483–495. https://doi.org/10.18510/hssr.2020.8447.
Siva, V., Gremyr, I., Bergquist, B., Garvare, R., Zobel, T., Isaksson, R. (2016). The support of qual-
ity management to sustainable development: A literature review. Journal of Cleaner Produc-
tion, 138, 148–157. https://doi.org/10.1016/j.jclepro.2016.01.020.

Ekonomia 29.3.indd 60 16.04.2024 13:01:13

 Quality 5.0: Towards sustainable quality improvement in organizations 61
Sony, M., Antony, J., Douglas, J.A. (2020). Essential ingredients for the implementation of Qual-
ity 4.0: A narrative review of literature and future directions for research. The TQM Journal,
32(4), 1754–2731. https://doi.org/10.1108/TQM-12-2019-0275.
Sony, M., Antony, J., Douglas, J.A., McDermott, O. (2021). Motivations, barriers and readiness fac-
tors for Quality 4.0 implementation: An exploratory study. The TQM Journal, 33(6), 1502–
1515. https://doi.org/10.1108/TQM-11-2020-0272.
Snyder, H. (2019). Literature review as a research methodology: An overview and guidelines. Jour-
nal of Business Research, 104, 333–339. https://doi.org/10.1016/j.jbusres.2019.07.039.
Weckenmann, A., Akkasoglu, G., Werner, T. (2015). Quality management: History and trends. The
TQM Journal, 27(3), 281–293. https://doi.org/10.1108/TQM-11-2013-0125.
Wen, D., Sun, X., Yan, D. (2022). The quality movement: Where are we going? Past, present and
future. Total Quality Management & Business Excellence, 33(1–2), 92–112. https://doi.org/
10.1080/14783363.2020.1801342.
Zonnenshain, A., Kenett, R.S. (2020). Quality 4.0: The challenging future of quality engineering.
Quality Engineering, 32(4), 614–626. https://doi.org/10.1080/08982112.2019.1706744.

Ekonomia 29.3.indd 61 16.04.2024 13:01:13