Reconstructing the workplace: The digital-ready organisation

International Journal of Enterprise Information Systems

Advances in communications, combined with lifestyle trends, point to a future workforce that is more productive and more capable than ever before. Employees are becoming increasingly dissatisfied with workplace capabilities as communications and productivity technology advances. Employees feel that their workplace is not smart enough and they are ready for a workplace that can accommodate their changing lifestyles. The past few years have seen an explosion in the use of smart workplace technologies. Interest in exploiting digital workplaces and smart offices is increasing, and deployments are gaining momentum. Yet the adoption rate is slow, and organizations are only beginning to scratch the surface in regard to the potential applications of smart workplace technologies. Implemented properly, the business benefits of digital workplaces can be substantial. This article explores the changing dimensions of the workplace. It highlights the importance of smart workplace technologies, ide...

Anali Ekonomskog fakulteta u Subotici

Digital transformation is performed through the integration of information technologies into all areas of a business. The changes are radical, comprehensive and as such, they affect workplaces as well. Many authors overemphasize the use of technologies and regard them as central to the digital workplace. On the other hand, the position of the authors who argue that the digital workplace should coordinate technologies, processes and people is more correct. Theoretical research often does not clearly define the term digital workplace. Furthermore, the studies often overemphasize only the benefits while omitting the challenges presented by the digital workplace implementation. Therefore, the paper presents the requirements for a workplace to be considered digital, its advantages and challenges, and it shows how to balance the positive and negative repercussions of workplace digitalization.

The digital transformation of work observed in recent decades, which has accelerated due to the COVID-19 pandemic, is reshaping and decentralizing the traditional office. However, ways of promoting the process of change remain unclear. This exploratory study employs a multilevel framework to describe and analyze the process of implementation of the digital workplace in a large technology company. In this case, changes started at the individual level, and individuals' evaluations of the digital workplace changed gradually as positive experiences with digital work were recognized and individuals improved their work-life balance. Communication technologies facilitated the development of teamwork and peer collaboration, leading to perceptions of increased productivity. Factors at both the individual and group levels fostered a process of transformation at the organizational level. In addition to analyzing this case, this article presents recommendations for scholars, managers and consultants who are interested in the theme of implementing (or improving) the digital workplace.

Deloitte Insights, 2021

Work is now digital and mobile, creating new challenges for teams working digitally across boundaries and locations. How can organizations create a supportive digital workplace that drives team productivity?

Proceedings of the International Management Conference, 2020

The aim of this paper is to discuss how the working environment has changed due to coronavirus pandemic. While it is true that along the human history working environments have been changed to automation and digitalization. It is safe to assume at this point in time that digital transformation was accelerated and businesses are being forced to adopt technologies and measures in order to protect their employees. This paper will show the challenges and impact faced by both employees and businesses and what measures can be taken in order to mitigate the risks. Coronavirus will have an impact on the working environment even after is over because digital businesses will adopt a hybrid work style while businesses in manufacturing will continue their automation.

Academy of Management Journal, 2016

This editorial is part of a series written by editors and co-authored with a senior executive, thought leader, or scholar from a different field, to explore new content areas and grand challenges with the goal of expanding the scope, interestingness, and relevance of the work presented in the Academy of Management Journal. The principle is to use the editorial notes as "stage setters" to open up fresh, new areas of inquiry for management research. GG

Digital technologies have changed and will continue to change the way we think, live and work. Working and Organizing in the Digital Age presents case studies, analyses and graphic illustrations of how various digital technologies trans- form work processes and affect the working lives of professionals. The anthology draws upon knowledge bases and perspectives from multiple disciplines to facilitate a holistic, critical and innovative investigation of the transformational poten- tial of digitalization on working and organizing.

Procedia Computer Science, 2018

In this paper, we present the findings of a study to identify digital workplace designs through an analysis of 13 Enterprise Collaboration Systems (ECS) using organizations. Our findings reveal six distinctive workplace designs. Three people-focused designs supporting different levels of sophistication of interaction between people working together to create and share information, and three process-focused designs supporting joint work towards business improvement projects and integration with business processes and with other enterprise systems. The findings show how the digital workplace is being interpreted differently and being shaped by organizations to meet specific organizational requirements.

management revu, 2017

Work and Organization in a Digital Industrial Context ** There are clear signs that digitalization attempts such as Industry 4.0 will become more apparent in workplaces. This development requires reflections and considerations so we do not create more problems than we solve. In our paper, we have raised several questions related to the Industry 4.0 that need answers: Is Industry 4.0 a discourse, an organizational model, or just technology? Does the requirement for flexibility call for a new labour market? How will Industry 4.0 affect competence and skill requirements? Will Industry 4.0 encourage a new gender order? Will Industry 4.0 take over dangerous routine work or will old work environmental problems appear in new contexts and for other groups of workers? Can we rely on robots as work mates or will they spy on us and report to management? Based on our analysis, we addressed four knowledge gaps that need more research in relation to the digitalization of work: The relationship between new technology, working conditions, qualifications, identity, and gender; the future of the workers' collective; crowdsourcing in an industrial context; and human-machine interaction with a focus on integrity issues.