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This study seeks to provide a conceptual framework for the classification and selection of Healthcare 4.0 (H4.0) digital technologies affecting healthcare processes.

By examining the literature review, a set of processes of health services based on two axes of interaction and service customization and the axis of labor intensity of the service process matrix was divided into four categories: service factory, mass service, service shop and professional services. Then, using a combination of grey decision-making trial and evaluation laboratory (DEMATEL) and grey weighted aggregates sum product assessment (WASPAS) methods, a framework was presented to compute the impact of each of the H4.0 digital technologies on sub-criteria of the two main axes. Finally, based on the degree of the impact of each technology on the main axes, the technology affecting the four processes was segmented.

Findings show that the customer participation in the service process (C₁), ways to provide customer service (C₆) as well as the speed of service delivery (L₄) are the most important in the classification of digital technologies affecting healthcare processes.

Various other indicators from the behavioral, cultural, political, social and economic fields can be examined and used as a basis for evaluating H4.0 digital technologies.

The proposed framework can help managers select H4.0 digital technologies to prioritize, review and analyze appropriate technologies to improve and support different processes, prioritize appropriate technologies and review and analyze.

So far, no study has examined the link between digital technologies and various service processes. Therefore, this reinforces the originality and value of the present study.

One of the achievements of the fourth industrial revolution is smart manufacturing, a manufacturing system based on Industry 4.0 technologies that will increase systems' reliability, efficiency and productivity. Despite the many benefits, some barriers obstruct the implementation of this manufacturing system. This study aims to analyze these barriers.

One of the measures that must be taken is to identify and try to remove these barriers, which involves identifying the stakeholders and components of technology associated with each barrier. As such, the primary purpose of this paper is to present a systematic literature review in the field of smart manufacturing with a focus on barriers to implementation related to the stakeholders and components of technology.

This research conducted a systematic literature review in Scopus and Web of Science databases and considered the studies published until 2021 were examined. The central question of this paper is answered based on this literature review, in which 133 related studies and 15 barriers were identified.

The significant gap observed in the literature review is that no research has been conducted to determine the stakeholders and components of technology related to the barriers, making it a potentially worthwhile subject for future research. In addition, the results of this study may help managers to implement smart manufacturing.

This study provides two main originalities. The former is helpful information for managers to make effective decisions when they face smart manufacturing barriers. The latter is related to identifying critical research gaps through systematic literature review.

This study aims to identify the drivers of human resource empowerment in understanding the new concept of Quality 4.0 in the digital era.

First, the literature of quality management evolution in the fourth industrial revolution (Industry 4.0) and the position of the required workforce in Quality 4.0 were reviewed and then by using the opinions of experts and managers of Knowledge-Intensive Business Services (KIBS) firms, a set of driver effects on the readiness and ability of human resources was identified in the context of Quality 4.0. After identifying the drivers, cause-and-effect relationships among these drivers were investigated using the Grey DEMATEL technique.

A total of 29 Quality 4.0 drivers of readiness and workforce ability were identified, based on multiple interactions of quality management in different stages of the production cycle. They were divided into new valuation approaches, composite dimensions, team creativity and thorough inspection. “Technical abilities and capability to solve problems” was identified as the most significant driver.

Findings help KIBS firms to take necessary measures and plans. Consequently, they can increase the readiness and ability of human resources based on the changes in managing Quality 4.0. Also, considering the importance of each driver, they will be able to take a step towards total quality improvement.

Despite extensive research on the subject of the fourth Industrial Revolution, research on the human aspects required for managing Quality 4.0 is limited. This study was performed to examine the cause-and-effect relationships between human resource drivers to adapt to the changes in Quality 4.0.