Towards Industry 5.0: a conceptual model for leading organisational change in digital age

Purpose This study develops a theoretically grounded understanding of Industry 5.0 (IR5) and proposes an integrative framework to clarify its organisational implications for leading change in digitally transforming socio-technical environments. Design/methodology/approach The study employs a structured integrative review of 160 peer-reviewed articles and seven institutional reports, guided by socio-technical systems theory, to inform the analysis. Findings This study offers a new, concise definition of Industry 5.0 (IR5) as a socially constructed framework that reconfigures industrial systems by embedding the principles of human-centricity, sustainability and resilience into advanced digitalisation. It introduces the IR5 CPC model (conditions-processes-consequences), a comprehensive framework identifying key enabling conditions (e.g. visionary leadership and digital readiness), three digitalisation logics (resilience, sustainability and well-being-driven) and dual outcomes (benefits and risks) across organisational, economic, societal and environmental domains. Research limitations/implications This study encourages empirical research on how AI- and ERP-based (enterprise resource planning) standard operating procedures (SOPs) facilitate IR5-aligned transformation. It also recommends multi-theoretical approaches to capture its socio-technical complexity. Practical implications This study facilitates change leaders in designing phased, ethically aware digital strategies and supports policymakers in aligning incentives and regulations with sustainable, inclusive digitalisation. Originality/value This is the first study to provide a theoretically integrated definition and framework of IR5, bridging fragmented literature and advancing future inquiry.