Abstract
Abstract The increased adoption of IoT and analytical devices, telecommunication systems, smart sensors, and diverse information systems have brought significant impacts to Industry 4.0. To respond to this rapid technological evolvement is essential to ensure a proper articulation of HEI (Higher Education Institutions) with industry, to better prepare graduates with the appropriate competencies and technological capabilities within the digital transition of the industry. This paper aims to present a research project developed in digital transformation amongst HEI students, in the Alto-Minho region disclosing the trigger points to increase the digital adoption and embedding of Industry 4.0 paradigm. The obtained results enabled to conclude an apparent low level of digital literacy, a lack of vision and awareness about the technology potentialities throughout industry activities, besides its use almost restricted to leisure and as study support, as well as lack on cybersecurity domain-specific competencies.

Abstract
Nowadays, Project Management is facing a more complex and dynamic environment, mostly because of the recent fourth industrial revolution, called Industry 4.0. The digitisation and the characterisation of all of the assumptions, methodologies, and processes of the Industry 4.0 can cause disruptive effects for the traditional project management and the role of the project manager. This new paradigm requires a more active role from the project manager, accompanied by new technical, contextual and behavioural competencies. In line with this, this work aims to identify the skills or competencies that the project manager must present to follow the fourth technological revolution. To accomplish this task, the most relevant concepts that are associated with industry 4.0 and with the project manager competencies are presented. From the literature review, it is possible to conclude the existence of more behavioural or soft skills associated with the 4.0 project manager profile, compared to the traditional project manager profile. (C) 2021 The Authors. Published by Elsevier B.V.

Abstract
The European Foundation for Quality Management (EFQM) 2020 model is a comprehensive and updated business model that encompasses sustainability and shares features with Industry 4.0, emphasizing transformation and improved organizational performance, yet with different theoretical and practical foundations. This research highlights the EFQM 2020 model's novelties and its relationships/implications with the Industry 4.0 paradigm, contributing to the Quality 4.0 body of knowledge. Several linkages between the EFQM 2020 model and Industry 4.0 have been identified, namely, at the criteria level and guidance points, which can support successful digital transformation by combining quality and excellence with Industry 4.0. However, given the model's generic and non-prescriptive nature, there is no specific reference to the nine Industry 4.0 pillars. Additionally, the links between direction and organizational culture and leadership criteria and driving performance and transformation are not evident, which might be a concern for business and technology transformation strategies. Managing knowledge, skills, and capabilities is critical for the successful adoption of Industry 4.0. The EFQM model adds a strategic and technologically unbiased perspective to Industry 4.0, providing an integrated business excellence framework for Quality 4.0. With empirical support of the model application, future research is recommended to develop this subject further.

Abstract
Organizations need well-prepared teams to perform their projects with efficiency and effectiveness. In such socio-technical systems, project teams' capability to face and surpass difficulties play a critical role for the organizational reliability. Hence the relevance of studying project team resilience, defined here as the team's ability to deal with problems, overcome obstacles, and quickly recover from adverse and possibly harmful situations without collapsing. This paper presents an empirically-tested theoretical model for explaining team resilience. Results show that several factors such as Trust & Solidarity, Focus on results, Commitment, Management & Accountability, Embracing conflicts, Work conditions, and Skills & Behaviors are important contributors for team resilience. The findings discussed here contribute both to a better understanding of how project team resilience can be studied theoretically and improved in practice and to determine the triggers to ensure the proper adjustments to improve the overall organizational resilience and consequent reliability and performance.

Abstract
The increasing level of awareness gained, by citizens in general and companies in particular, around the sustainability issues and of the climate change are producing changes in how organizations are dealing and projecting their future vision. Therefore, new managerial approaches are being embraced towards adopting a set of a strategies fully aligned with the reduction of the greenhouse gas emissions. Due to this increase evidence of sensitivity, organizations are embracing their role as stakeholders that need to contribute, throughout its corporate social agenda, to a responsible and smart policy promoting the implementation of strategies that could endeavor the cultural shift of their workers, clients, suppliers, among others, towards effectively contributing to sustainability and social responsibility. The case study of a medium size company reported is related to a structural change in how the organization foresees its mobility behavior and how it intends to follow the concepts of Corporate Mobility as a Service (CMaaS). This case study discloses the strategies that have been implemented and the Information and Communication Technologies (ICT) platform that has been developed towards having a broader view about the impacts of the mobility requested by all the organization. In addition, it is presented a group of Key Performance Indicator (KPI) that point the benefits attained with this effort as well as projecting the following steps that will support the CMaaS roadmap implementation in the future. © 2021, The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG.

Abstract
Recently, Mobility as a Service (MaaS) concept and its main theoretical approaches have been under discussion, to positively influence the future of mobility. Namely, by contextualizing MaaS’s role in modern societies explaining its main functions, characteristics, and attributes, as well as identifying all the stakeholders involved in this comprehensive challenge towards ensuring its widespread implementation. The environmental, societal, technological and cultural changes needed to ensure a sustainable mobility ecosystem are an utmost challenge that requires an intense effort and involvement of all different types of stakeholders within their perspectives, roles, responsibilities and contributions to the mobility system overall behavior and performance. Notwithstanding, the global tendency of digital transformation, also referred as digitization, in society and businesses are upbringing a new technological evolution that will lead to a new mobility paradigm bringing together MaaS and the internet of Mobility (IoM), thus creating what we call the Internet of Mobility as a Service (IoMaaS). The future trends of mobility will have to be ‘human-centric’, to properly balance the amount of technology requested into the ecosystem to ensure the whole system’s universality, to be inclusive, as well as developing the appropriate amount of technology, accordingly to the different users’ technological skills. Furthermore, different types of incentives and penalties need to be included in supporting a broad cultural shift regarding citizen’s mobility routines habits. This will be of great importance to ensure the sustainability of this new mobility paradigm as well as of the ability to attain all its benefits. © 2021, The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG.