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Eriksson, Kristina M.ORCID iD iconorcid.org/0000-0001-8962-0924
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Publications (10 of 66) Show all publications
Eriksson, K. M., Olsson, A. K. & Carlsson, L. (2024). Beyond lean production practices and Industry 4.0 technologies toward the human-centric Industry 5.0. Technological Sustainability
Open this publication in new window or tab >>Beyond lean production practices and Industry 4.0 technologies toward the human-centric Industry 5.0
2024 (English)In: Technological Sustainability, ISSN 2754-1312Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose 

Both technological and human-centric perspectives need to be acknowledged when combining lean production practices and Industry 4.0 (I4.0) technologies. This study aims to explore and explain how lean production practices and I4.0 technologies may coexist to enhance the human-centric perspective of manufacturing operations in the era of Industry 5.0 (I5.0).

Design/methodology/approach

The research approach is an explorative and longitudinal case study. The qualitative data collection encompasses respondents from different job functions and organizational levels to cover the entire organization. In total, 18 interviews with 19 interviewees and five focus groups with a total of 25 participants are included.

Findings

Identified challenges bring forth that manufacturing organizations must have the ability to see beyond lean production philosophy and I4.0 to meet the demand for a human-centric perspective in socially sustainable manufacturing in the era of Industry 5.0.

Practical implications

The study suggests that while lean production practices and I4.0 practices may be considered separately, they need to be integrated as complementary approaches. This underscores the complexity of managing simultaneous organizational changes and new digital initiatives.

Social implications

The research presented illuminates the elusive phenomena comprising the combined aspects of a human-centric perspective, specifically bringing forth implications for the co-existence of lean production practices and I4.0 technologies, in the transformation towards I5.0.

Originality/value

The study contributes to new avenues of research within the field of socially sustainable manufacturing. The study provides an in-depth analysis of the human-centric perspective when transforming organizations towards Industry 5.0.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2024
Keywords
Social sustainability, Lean production practices, Industry 4.0 technologies, Industry 5.0, Human-centric, Manufacturing management
National Category
Manufacturing, Surface and Joining Technology
Research subject
Production Technology
Identifiers
urn:nbn:se:hv:diva-21489 (URN)10.1108/techs-11-2023-0049 (DOI)2-s2.0-85189979620 (Scopus ID)
Note

The study was carried out within the AHIL-project, Artificial and Human Intelligence through Learning (2020–2022), and funded by the Swedish Knowledge Foundation and University West Sweden and University West funding (2023).

CC BY 4.0

Available from: 2024-05-23 Created: 2024-05-23 Last updated: 2024-05-23
Costa, A. S., Muniz Jr., J., Munyon, T. P. & Eriksson, K. M. (2024). Brazilian Digital Transformation Readiness: A Transdisciplinary Engineering Approach in the Automotive Sector. In: Adam Cooper, Federico Trigos, Josip Stjepandić, Richard Curran, Irina Lazar (Ed.), Engineering For Social Change: Proceedings of the 31st ISTE International Conference on Transdisciplinary Engineering, London, United Kingdom, 9-11 July 2024 (pp. 598-607). IOS Press
Open this publication in new window or tab >>Brazilian Digital Transformation Readiness: A Transdisciplinary Engineering Approach in the Automotive Sector
2024 (English)In: Engineering For Social Change: Proceedings of the 31st ISTE International Conference on Transdisciplinary Engineering, London, United Kingdom, 9-11 July 2024 / [ed] Adam Cooper, Federico Trigos, Josip Stjepandić, Richard Curran, Irina Lazar, IOS Press , 2024, p. 598-607Chapter in book (Refereed)
Abstract [en]

Although widely adopted around the globe, emerging evidence suggests that digitalization investments often underperform. One potential reason is that firms lack organizational readiness to adopt these new technologies. Thus, in this paper, we evaluate both digitalization implementation and digital readiness in the Brazilian auto industry to ascertain how readiness potentially impacts the implementation of new digital technologies and processes. In reviewing the literature on digital transformation in the global automotive sector, a lack of studies was identified on the level of readiness and maturity of the automotive sector in relation to digitalization and innovation brought out by the implementation of Industry 4.0 technologies.

To address this gap, a digitalization protocol was drawn up with the aim of verifying the maturity of companies and understanding the degree of readiness for digital transformation. Subsequently, the research was applied to thirteen companies in the automotive sector, including vehicle and engine manufacturers, as well as automotive parts and systems subcontractors in the automotive supply chain. The contribution of this paper identified that the use of digital technologies increases the quality and results of work, facilitates the achievement of objectives, and offers a competitive advantage. Further’ advantages come from improving customer experience, increasing innovation through data analysis, improving manufacturing processes, and bringing greater employee engagement.

Finally, it is highlighted that this study is aligned with the ninth Sustainable Development Goal (SDG) proposed by the United Nations: Industry, Innovation, and Infrastructure, which seeks to promote inclusive and sustainable industrialization and foster innovation.

Place, publisher, year, edition, pages
IOS Press, 2024
Series
Advances in Transdisciplinary Engineering ; 60
Keywords
digital transformation, automotive sector, engineering
National Category
Manufacturing, Surface and Joining Technology
Research subject
Production Technology
Identifiers
urn:nbn:se:hv:diva-22745 (URN)10.3233/atde240909 (DOI)978-1-64368-550-2 (ISBN)
Note

Open Access

Available from: 2024-12-12 Created: 2024-12-12 Last updated: 2024-12-12
Carlsson, L., Eriksson, K. & Olsson, A. K. (2024). Breaking the mold: Reinterpreting industrial digital transformation and co-workership. In: Lundh Snis, Ulrika, Carlsson, Linnea, Assmo, Per, Jacobs, Henry (Ed.), Abstract book WIL Conference 2024: 2nd International conference on Work-Integrated Learning. Paper presented at WIL24: 3-5 April 2024 Central University of Technology - South Africa (pp. 14-14). Trollhättan: University West
Open this publication in new window or tab >>Breaking the mold: Reinterpreting industrial digital transformation and co-workership
2024 (English)In: Abstract book WIL Conference 2024: 2nd International conference on Work-Integrated Learning / [ed] Lundh Snis, Ulrika, Carlsson, Linnea, Assmo, Per, Jacobs, Henry, Trollhättan: University West , 2024, p. 14-14Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

This paper builds on the need to reinterpret industrial digital transformation and co-workership with the starting point that introducing and implementing digital initiatives is a multifaceted challenge for the manufacturing industry. Hence, this paper addresses how co-workership in manufacturing can be reinterpreted when navigating organizational and technological aspects of industrial digital transformation. To answer this, co-workers at different organizational levels have participated in five focus groups with a total of 25 participants to reinterpret industrial digital transformation over time, collaboratively structuring what the endeavors might entail. The results show that participants are positive towards digital technologies but critical towards organizational changes. It is argued that this affects the four conceptual pairs of the co-workership wheel. Thus, this paper contributes a revised model for co-workership for industrial digital transformation that contributes to the needed technological and organizational innovation

Place, publisher, year, edition, pages
Trollhättan: University West, 2024
Keywords
industrial digital transformation, co-workership, human-centric, industrial work-integrated learning
National Category
Learning Business Administration
Identifiers
urn:nbn:se:hv:diva-21771 (URN)978-91-89325-69-2 (ISBN)
Conference
WIL24: 3-5 April 2024 Central University of Technology - South Africa
Available from: 2024-06-12 Created: 2024-06-12 Last updated: 2024-06-12
Gharaibeh, L., Lantz, B. & Eriksson, K. M. (2024). Bridging the gap: a framework for monetizing BIM by integrating industry insights for informed decision-making. Smart and Sustainable Built Environment, 1-19
Open this publication in new window or tab >>Bridging the gap: a framework for monetizing BIM by integrating industry insights for informed decision-making
2024 (English)In: Smart and Sustainable Built Environment, ISSN 2046-6099, E-ISSN 2046-6102, p. 1-19Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose

This study addresses the critical imperative of quantifying building information modeling (bimalliance) benefits by augmenting existing methodologies, with a focus on monetization. Engaging industry practitioners, the research develops a comprehensive framework through an exhaustive literature review and a survey in the Swedish construction industry, incorporating insights from 128 respondents.

Design/methodology/approach

The framework, validated by industry experts, systematically assesses tangible BIM benefits against associated costs. It introduces a novel method in construction, addressing the lack of a unified approach. The resulting framework facilitates nuanced feasibility determinations by systematically evaluating BIM benefits against costs.

Findings

Despite its acknowledged limitations, the framework effectively captures a comprehensive range of costs and benefits, providing a more accurate and detailed estimation of BIM’s impact on project outcomes.

Practical implications

With practical implications, the framework enhances BIM understanding and application, contributing to effective project management throughout the construction supply chain lifecycle. Moreover, it aims to improve efficacy within the architecture, engineering, construction and operations industry.

Originality/value

The study empowers organizations and decision-makers with a bespoke tool for evaluating BIM feasibility, contributing to decision-making through a clarified numerical representation.

Keywords
Novel method, BIM, Value management, Estimating Decision support systems
National Category
Manufacturing, Surface and Joining Technology
Research subject
Production Technology; Production Technology
Identifiers
urn:nbn:se:hv:diva-22743 (URN)10.1108/sasbe-07-2024-0259 (DOI)
Note

CC BY 4.0

Available from: 2024-12-12 Created: 2024-12-12 Last updated: 2025-01-24
Lycke, L. & Eriksson, K. M. (2024). Co-production between university-industry: Quality assurance of academic internal processes towards anew educational model. In: Karsten E. Zegwaard & Jenny Fleming (Ed.), Refereed Proceedings of the  5th WACE International Research Symposium onCooperative and Work-Integrated Education, 2024,University West, Sweden: Work-integrated learning andthe sustainable knowledge society. Paper presented at the 5 The 5th WACE International Research Symposium on Cooperative and Work-Integrated Education,12-14th of June, 2024, University West, Trollhättan, Sweden (pp. 173-180).
Open this publication in new window or tab >>Co-production between university-industry: Quality assurance of academic internal processes towards anew educational model
2024 (English)In: Refereed Proceedings of the  5th WACE International Research Symposium onCooperative and Work-Integrated Education, 2024,University West, Sweden: Work-integrated learning andthe sustainable knowledge society / [ed] Karsten E. Zegwaard & Jenny Fleming, 2024, p. 173-180Conference paper, Published paper (Refereed)
Abstract [en]

Global competition, new and increased customer demands, delivery, and product quality, and simultaneously, demands for cost efficiency, sustainability and quick response to changes, mean that companies must constantly monitor competitors and increase staff competence to be competitive. Individualized customer needs require adaptation and consequently increased flexibility inmanufacturing where digitization is a prerequisite. To meet increased demands in global competition,systematic competence development is required. As competence needs keep evolving and become increasingly complicated and complex, Higher Education Institutes (HEIs) are a natural provider of knowledge and education at all levels withinmanufacturing companies. This inherently increases demands and raises new challenges for HEIs,which in turn requires close co-production with industry to ensure expected educational outcomes aremet. This interactive co-production is a vital element of Work-Integrated Learning (WIL).

Keywords
co-production, university, industry, educational model, work-integrated learning, WIL
National Category
Learning Production Engineering, Human Work Science and Ergonomics
Research subject
Work Integrated Learning; Production Technology
Identifiers
urn:nbn:se:hv:diva-22433 (URN)
Conference
the 5 The 5th WACE International Research Symposium on Cooperative and Work-Integrated Education,12-14th of June, 2024, University West, Trollhättan, Sweden
Available from: 2024-09-16 Created: 2024-09-16 Last updated: 2024-09-19Bibliographically approved
Rosenbäck, R. & Eriksson, K. M. (2024). COVID-19 healthcare success or failure?: Crisis management explained by dynamic capabilities. BMC Health Services Research, 24(1), 1-22, Article ID 759.
Open this publication in new window or tab >>COVID-19 healthcare success or failure?: Crisis management explained by dynamic capabilities
2024 (English)In: BMC Health Services Research, E-ISSN 1472-6963, Vol. 24, no 1, p. 1-22, article id 759Article in journal (Refereed) Epub ahead of print
Abstract [en]

Introduction

This paper presents a structured review of the use of crisis management, specifically examining the frameworks of surge capacity, resilience, and dynamic capabilities in healthcare organizations. Thereafter, a novel deductive method based on the framework of dynamic capabilities is developed and applied to investigate crisis management in two hospital cases during the COVID-19 pandemic.

Background

The COVID-19 pandemic distinguishes itself from many other disasters due to its global spread, uncertainty, and prolonged duration. While crisis management in healthcare has often been explained using the surge capacity framework, the need for adaptability in an unfamiliar setting and different information flow makes the dynamic capabilities framework more useful.

Methods

The dynamic capabilities framework’s micro foundations as categories is utilized in this paper for a deductive analysis of crisis management during the COVID-19 pandemic in a multiple case study involving two Swedish public hospitals. A novel method, incorporating both dynamic and static capabilities across multiple organizational levels, is developed and explored.

Results

The case study results reveal the utilization of all dynamic capabilities with an increased emphasis at lower organizational levels and a higher prevalence of static capabilities at the regional level. In Case A, lower level managers perceived the hospital manager as brave, supporting sensing, seizing, and transformation at the department level. However, due to information gaps, sensing did not reach regional crisis management, reducing their power. In Case B, with contingency plans not initiated, the hospital faced a lack of management and formed a department manager group for patient care. Seizing was robust at the department level, but regional levels struggled with decisions on crisis versus normal management. The novel method effectively visualizes differences between organizational levels and cases, shedding light on the extent of cooperation or lack there of within the organization.

Conclusion

The researchers conclude that crisis management in a pandemic, benefits from distributed management, attributed to higher dynamic capabilities at lower organizational levels. A pandemic contingency plan should differ from a plan for accidents, supporting the development of routines for the new situation and continuous improvement. The Dynamic Capabilities framework proved successful for exploration in this context.

Keywords
Dynamic capabilities, Healthcare, COVID-19 pandemic, Static capabilities, Crisis management
National Category
Public Health, Global Health, Social Medicine and Epidemiology Business Administration
Research subject
Production Technology
Identifiers
urn:nbn:se:hv:diva-22206 (URN)10.1186/s12913-024-11201-x (DOI)
Note

CC BY 4.0

Available from: 2024-08-07 Created: 2024-08-07 Last updated: 2024-08-07
Eriksson, K. M., Carlsson, L. & Olsson, A. K. (2024). Exploring Socially Sustainable, Smart Manufacturing: Building Bridges Over Troubled Waters. Paper presented at FAIM 2023, June 18–22, 2023, Porto, Portugal, Volume 2: Industrial Management. Lecture Notes in Mechanical Engineering, 833-841
Open this publication in new window or tab >>Exploring Socially Sustainable, Smart Manufacturing: Building Bridges Over Troubled Waters
2024 (English)In: Lecture Notes in Mechanical Engineering, ISSN 2195-4356, E-ISSN 2195-4364, p. 833-841Article in journal (Refereed) Published
Abstract [en]

Contemporary manufacturing organizations formulate strategies towards smart manufacturing. However, strategies often merely regard technological improvements of working processes and activities and pay limited attention to human-centric perspectives. This study addresses the complex phenomenon of reaching socially sustainable smart manufacturing by exploring the human-centric perspectives in the eras of Industry 4.0 and Industry 5.0. Data were collected through an explorative qualitative case study with focus groups applying the history wall approach to document informants’ choices of activities that impact digitalization. To investigate informants’ interpretations and experiences of digital initiatives and prospects, the history wall approach was coupled with the analytical lens of the co-workership wheel, with its four conceptual pairs: trust and openness, community spirit and cooperation, engagement and meaningfulness, responsibility, and initiative. A total of 17 informants from different organizational levels at a case company participated. Activities, impacting digitalization, brought forward were grouped into technology, organization, and external impact. Results showed that human-centric and intangible perspectives surfaced as prerequisites when navigating industrial digitalization. Further, digital initiatives and prospects risk drowning in re-occurring organizational changes making successful implementation difficult. Thus, organizations cannot rely solely on technology, but must consider activities related to organizational aspects and impacts from the external environment, when introducing digital initiatives. Intrinsically, recognition of the co-workership concept, emphasizing human-centricity, can support the foundation necessary for bridging the gap towards socially sustainable smart manufacturing and strengthening the emerging I5.0 research.

Place, publisher, year, edition, pages
Springer, 2024
Keywords
Social Sustainability, Smart Manufacturing, Human-Centric, Co-workership, Industrial Digitalization, Industry 5.0/4.0
National Category
Production Engineering, Human Work Science and Ergonomics Learning Work Sciences Business Administration
Research subject
Work Integrated Learning; Production Technology
Identifiers
urn:nbn:se:hv:diva-20899 (URN)10.1007/978-3-031-38165-2_96 (DOI)2-s2.0-85172727055 (Scopus ID)978-3-031-38164-5 (ISBN)978-3-031-38165-2 (ISBN)
Conference
FAIM 2023, June 18–22, 2023, Porto, Portugal, Volume 2: Industrial Management
Available from: 2023-11-02 Created: 2023-11-02 Last updated: 2024-10-17Bibliographically approved
Olsson, A. K., Eriksson, K. M. & Carlsson, L. (2024). Management toward Industry 5.0: a co-workership approach on digital transformation for future innovative manufacturing. European Journal of Innovation Management, 1-20
Open this publication in new window or tab >>Management toward Industry 5.0: a co-workership approach on digital transformation for future innovative manufacturing
2024 (English)In: European Journal of Innovation Management, ISSN 1460-1060, E-ISSN 1758-7115, p. 1-20Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose –

The purpose is to apply the co-workership approach to contribute guidelines for manufacturing managers to exploit the potential of digital technologies through a human-centric perspective.

Design/methodology/approach –

A longitudinal single case study within manufacturing including a mix of qualitative methods with 18 in-depth interviews and focus groups with 25 participants covering all organizational levels and functions.

Findings –

Findings demonstrate that to re-interpret manufacturing management through the lens of Industry 5.0 (I5.0), managers need to respond to the call for a more human-centric perspective by focusing on organizational prerequisites, such as holistic understanding, inclusive organizational change, leadership practices, learning and innovation processes.

Research limitations/implications –

Limitations due to a single case study are compensated with rich data collected over time with the strengths of mixed methods through in-depth interviews and focus groups with participants reflecting and developing ideas jointly.

Practical implications –

Managers’ awareness of organizational prerequisites to promote human perspectives in all functions and at all levels in digital transformation is pivotal. Thus, proposed organizational prerequisites are presented as managers’ guidelines for future innovative manufacturing.

Social implications –

Findings emphasize the need for digital transformation managers to apply a human-centric perspective acknowledging how organizational changes affect the inclusion of employees, and thus challenge culture, structure, communication and trust toward I5.0.

Originality/value –

The study contributes to the emerging field of I5.0 by applying an interdisciplinary approach to understand the elusive phenomena of enfolding technology and humans.

Keywords
Digital transformation, Innovation, Management, Co-workership, Industry 5.0, Human-centric
National Category
Business Administration Work Sciences Production Engineering, Human Work Science and Ergonomics Learning
Research subject
Work Integrated Learning; Production Technology
Identifiers
urn:nbn:se:hv:diva-21399 (URN)10.1108/ejim-09-2023-0833 (DOI)001181789900001 ()2-s2.0-85187473572 (Scopus ID)
Funder
Knowledge Foundation, 202 000 350
Note

CC BY 4.0

Available from: 2024-03-13 Created: 2024-03-13 Last updated: 2024-04-29
Eriksson, K. M. & Lycke, L. (2024). May the force of lifelong learning be with you: sustainable organizational learning in HEIs meeting competence needs in industry. Learning Organization
Open this publication in new window or tab >>May the force of lifelong learning be with you: sustainable organizational learning in HEIs meeting competence needs in industry
2024 (English)In: Learning Organization, ISSN 0969-6474, E-ISSN 1758-7905Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose – Technological advancements and global societal changes reshapes manufacturing industry emphasizing needs for competence development of industrial professionals. The purpose of this paper is tostudy how organizational learning supports the development of academic structures, creating agile and sustainable formal educational models meeting novel competence needs.

Design/methodology/approach – The qualitative case study, part of a longitudinal research study,focuses on internal academic processes supporting a new formal educational model. Qualitative datawas collected through five focus groups, incorporating 32 informants from different HEI function categories.

Findings – Changing traditional academic structures requires joint engagement between all HEI functions,emphasizing organizational learning with subprocesses of searching, creating, sustaining and exchangingknowledge in a learning loop. Results show a consensus among the different HEI functions regarding thevalue of the HEI’s coproduction with society; however, bureaucracy and academic structure hinder flexibility.Cross-functional teams building a “chain-of-trust” throughout the HEI coupled with full management supportshow opportunities to progress into a learning organization.

Practical implications – Organizational learning within HEIs requires trustful and open communication,multifunction knowledge exchange, holistic views of processes and system thinking, achieved through crossfunctional teams and continuous improvement through learning loops.

Social implications – Industry-academic collaboration on formal education for lifelong learning needs to become both agile and resilience to meet technological advancement and sustainability.

Originality/value – Novel technology, digitalization and sustainability gain ground and require thatsociety and organizations, including academia, change and learn. This means that academia is meeting new challenges and needs to develop internal processes.

Keywords
Work integrated learning, Organizational learning, Industry-academic collaboration, Lifelong learning, Competence development
National Category
Work Sciences Learning
Research subject
Work Integrated Learning; Production Technology
Identifiers
urn:nbn:se:hv:diva-21639 (URN)10.1108/tlo-12-2022-0158 (DOI)001227940000001 ()2-s2.0-85193683818 (Scopus ID)
Note

CC-BY 4.0

Available from: 2024-05-24 Created: 2024-05-24 Last updated: 2024-05-30
Gharaibeh, L., Eriksson, K. M. & Lantz, B. (2024). Quantifying BIM investment value:: a systematic review. Journal of Engineering, Design and Technology, 1-20
Open this publication in new window or tab >>Quantifying BIM investment value:: a systematic review
2024 (English)In: Journal of Engineering, Design and Technology, ISSN 1726-0531, E-ISSN 1758-8901, p. 1-20Article in journal (Refereed) Epub ahead of print
Abstract [en]

Purpose –

Perceived benefits of building information modelling (BIM) have been discussed for some time, but cost–benefit benchmarking has been inconsistent. The purpose of this paper is to investigate BIM feasibility and evaluate investment worth to elucidate and develop the current understanding of BIM merit. The aim of the study is to propose a research agenda towards a more holistic perspective of BIM use incorporating quantifying investment return.

Design/methodology/approach –

An in-depth examination of research patterns has been conducted to identify challenges in the assessment of the investment value and return on investment (ROI) for BIM in the construction industry. A total of 75 research articles were considered for the final literature review. An evaluation of the literature is conducted using a combination of bibliometric analysis and systematic reviews.

Findings –

This study, which analysed 75 articles, unveils key findings in quantifying BIM benefits, primarily through ROI calculation. Two major research gaps are identified: the absence of a standardized BIM ROI method and insufficient exploration of intangible benefits. Research focus varies across phases, emphasizing design and construction integration and exploring post-construction phases. The study categorizes quantifiable factors, including productivity, changes and rework reduction, requests for information reduction, schedule efficiency, safety, environmental sustainability and operations and facility management. These findings offer vital insights for researchers and practitioners, enhancing understanding of ’BIM’s financial benefits and signalling areas for further exploration in construction.

Originality/value –

The ’study’s outcomes offer the latest insights for researchers and practitioners to create effective approaches for quantifying ’BIM’s financial benefits. Additionally, the proposed research agenda aims to improve the current limited understanding of BIM feasibility and investment worth evaluation. Results of the study could assist practitioners in overcoming limitations associated with BIM investment and economic evaluations in the construction industry.

Keywords
Building information modelling (BIM), Investment value, Value management, Estimating, Construction
National Category
Manufacturing, Surface and Joining Technology
Research subject
Production Technology
Identifiers
urn:nbn:se:hv:diva-21380 (URN)10.1108/jedt-06-2023-0259 (DOI)
Note

CC BY 4.0

Available from: 2024-03-12 Created: 2024-03-12 Last updated: 2025-01-24
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