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Lundh Snis, U., Carlsson, L., Assmo, P. & Jacobs, H. (Eds.). (2024). Abstract Book: WIL Conferens 2024 : 2nd International Concference on Work-Integrated Learning. Paper presented at WIL24: 3-5 April 2024 Central University of Technology - South Africa. Trollhättan: University West
Open this publication in new window or tab >>Abstract Book: WIL Conferens 2024 : 2nd International Concference on Work-Integrated Learning
2024 (English)Conference proceedings (editor) (Other academic)
Place, publisher, year, edition, pages
Trollhättan: University West, 2024. p. 31
Keywords
Work-Integrated Learning, WIL
National Category
Work Sciences Learning
Research subject
Work Integrated Learning
Identifiers
urn:nbn:se:hv:diva-21442 (URN)978-91-89325-69-2 (ISBN)
Conference
WIL24: 3-5 April 2024 Central University of Technology - South Africa
Available from: 2024-04-02 Created: 2024-04-02 Last updated: 2024-05-22
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
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: 2024-04-29Bibliographically 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
Carlsson, L. (2023). Social Aspects of Strategizing Industrial Digitalization. (Doctoral dissertation). Trollhättan: University West
Open this publication in new window or tab >>Social Aspects of Strategizing Industrial Digitalization
2023 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This thesis aims to contribute to understanding how contemporary Swedish manufacturing organizations can strategize industrial digitalization with an emerging focus on social aspects. It complements earlier research by highlighting Swedish manufacturing organizations as they stand at the intersection of Industry 4.0 and Industry 5.0.

The thesis is a longitudinal case study of interviews and focus groups between early 2019 and spring 2023. The case study follows an explorative approach to give texture to industrial digitalization and to understand the social aspects of strategizing industrial digitalization. It is limited to the Swedish context and the characteristics of original equipment manufacturers.

The thesis contributes by texturizing industrial digitalization through three social aspects, which are argued to be a way for manufacturing organizations to give shape to industrial digitalization. The social aspects elaborated on and presented in this thesis are: to look beyond digital technologies, to formalize a shared understanding, and to transcend organizational structures. These social aspects are thematic but also interlinked. Together, these social aspects bring insights into how managers can guide the organizational capabilities to ensure synergy between an organization’s actions and objectives when strategizing industrial digitalization. Strategizing industrial digitalization should, therefore, be texturized by each organization to define and redefine its organizational capabilities. This means each organization's social aspects are unique, making the manufacturing organizations' capabilities unique.

Abstract [sv]

En del av utmaningen i det strategiska arbetet (strategizing) för industriell digitalisering är de influenser det påverkas av. En av de mest framträdande influenser är perspektivet att svenska tillverkningsorganisationer måste nyttja digital teknik för att förbli konkurrenskraftiga. De förväntas dra nytta av införandet eller implementeringen av digital teknik när de till exempel går från manuell till digital produktionsplanering. Det är i antagandet att organisationen kommer dra nytta som en del av problematiken uppstår i det strategiska arbetet.

I denna avhandling studeras hur sociala aspekter i det strategiska arbetet för industriell digitalisering kan förstås och ges textur (texturizing) för svenska tillverkningsorganisationer som befinner sig i skärningspunkten mellan Industri 4.0 och Industri 5.0.

Avhandling är baserad på en longitudinell fallstudie med två svenska tillverkningsorganisationer. De fem bifogade artiklarna, som är resultatet av denna avhandling, består av kvalitativa forskningsmetoder inklusive intervjuer och fokusgrupper. Dessa metoder gjorde det möjligt att utforska potentiella sambanden mellan influenser av industriell digitalisering och organisatoriska förmågor mer djupgående för att förstå hur det strategiska arbetet för industriell digitalisering navigeras och potentiellt kan förstås genom sociala aspekter.

Avhandlingen bidrar till att ge textur åt industriell digitalisering genom tre identifierade sociala aspekter, som argumenteras vara ett sätt för tillverkande organisationer att ge form och karaktär åt industriell digitalisering. De sociala aspekterna som presenteras i denna avhandling är: att se bortom digital teknik, att formalisera en gemensam förståelse och att överskrida organisatoriska strukturer. Dessa sociala aspekter är tematiska men också sammanlänkade. Tillsammans ger de insikter om hur chefer kan guida organisationens förmåga att säkerställa synergi mellan dess handlingar och mål för industriell digitalisering. Varje organisations sociala aspekter diskuteras vara unika, vilket gör tillverkningsorganisationernas förmågor unika. Avhandlingen argumenterar för att strategisk industriell digitalisering således bör ges textur av varje enskild organisation för att definiera och omdefiniera dess unika förmåga att navigera industriell digitalisering.

Place, publisher, year, edition, pages
Trollhättan: University West, 2023. p. 85
Series
PhD Thesis: University West ; 60
Keywords
Industrial digitalization; Social aspects; Dynamic Capabilities; Organizational capabilities; Strategizing; Texturizing; Industrial Work-Integrated Learning, Industriell digitalisering; Sociala aspekter; Dynamic Capabilities; Organisatoriska förmågor; Strategizing; Texturizing; Industriellt Arbetsintegrerat lärande
National Category
Learning Business Administration Production Engineering, Human Work Science and Ergonomics Information Systems, Social aspects
Research subject
Work Integrated Learning
Identifiers
urn:nbn:se:hv:diva-20931 (URN)9789189325623 (ISBN)9789189325616 (ISBN)
Public defence
2023-12-20, J111, Gustava Melins gata, Trollhättan, 14:00 (English)
Opponent
Supervisors
Note

Paper 5  is not included due to copyright.

Available from: 2023-11-27 Created: 2023-11-15 Last updated: 2024-01-16Bibliographically approved
Carlsson, L. (2023). Strategizing organizational capabilities for industrial digitalization: exploring managers’ technological frames. Journal of Manufacturing Technology Management, 34(9), 20-39
Open this publication in new window or tab >>Strategizing organizational capabilities for industrial digitalization: exploring managers’ technological frames
2023 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 34, no 9, p. 20-39Article in journal (Refereed) Published
Abstract [en]

Purpose – This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for industrial digitalization could be understood through managers’ perceptions of digital technology applications. This study complements earlier research focused on industry outcomes by addressing technological frames to understand how strategizing organizational capabilities within industrial digitalization may provide insight into socio-cognitive aspects which may affect technology-induced organizational change.

Design/methodology/approach – The single case study uses 14 in-depth interviews collected over two years (October 2020 to February 2022). The study follows an interpretative research design exploring managers’ perceptions of industrial digitalization through a digitalization project.

Findings – The case study contributes to research by emphasizing socio-cognitive aspects through technological frames exploring how and why managers’ perceptions of industrial digitalization affect strategizing organizational capabilities. The study contributes to practice by bringing attention to the disparate views of industrial digitalization. By illustrating how socio-cognitive aspects shape organizational capabilities, this study offers managers valuable insight into the relationship between an organization’s capabilities, the individual and the shared structures affecting a digitalization project.

Research limitations/implications – The case study is limited to Swedish manufacturing industries and is not aiming to be transferred or generalized to other industrial contexts or countries.

Originality/value – This study recognizes that strategizing organizational capabilities depends on managers’ ability to illuminate the socio-cognitive aspects. Hence, the study contributes to practice by bringing attention to the disparate views among managers on the enhancement efforts made using digital technologies.

Keywords
Industrial digitalization, Strategizing, Organizational capabilities, Socio-cognitive aspects
National Category
Information Systems, Social aspects Learning
Research subject
Work Integrated Learning; Production Technology
Identifiers
urn:nbn:se:hv:diva-20404 (URN)10.1108/JMTM-07-2022-0252 (DOI)000950532500001 ()2-s2.0-85150173603 (Scopus ID)
Note

CC-BY 4.0

Available from: 2023-07-06 Created: 2023-07-06 Last updated: 2024-01-08Bibliographically approved
Olsson, A. K., Eriksson, K. M. & Carlsson, L. (2022). A co-workership approach on digital transformation: Towards smart manufacturing. In: Proceedings of the International Association for Computer Information Systems - Europe June 23, 2022: Virtual Conference. Paper presented at The International Association for Computer Information Systems - Europe June 23, 2022 - Virtual Conference. International Association for Computer Information Systems
Open this publication in new window or tab >>A co-workership approach on digital transformation: Towards smart manufacturing
2022 (English)In: Proceedings of the International Association for Computer Information Systems - Europe June 23, 2022: Virtual Conference, International Association for Computer Information Systems, 2022Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Digital transformation refers to the process of organizational change, evolving over time for value creation and appropriation aiding for smart manufacturing (Skog, 2019). Regarding the role of organizational means, there is an embedded dynamic generator of challenges, opportunities, and resources that affect the digital transformation at various organizational levels related to social factors such as values, culture, and trust (Ibid). Earlier studies of the Swedish manufacturing industry imply that as the number of digital technologies increase within organizations, while striving towards becoming a smart factory, cooperation and social factors become more imperative (Björkdahl, 2020). By following this reasoning, understanding organizational prerequisites that facilitate the human-centric perspective in relation to digital transformation is crucial when approaching smart manufacturing by moving from Industry 4.0 (I4.0) towards Industry 5.0 (I5.0) (Navarandi, 2019). It is argued that a prerequisite for digital transformation is the employees’ ability to cross organizational boundaries both horizontally and vertically (Carlsson et al., 2022) challenging management. The aim of this study is to explore organizational prerequisites for co-workership in digital transformation towards smart manufacturing. The concept of the co-workership wheel reflects the employee as an autonomous actor within the organization. As such, co-workership is vital for managing organizational change, e.g., digital transformation, capturing employees’ initiatives and prospects (Andersson, et al. 2021). As illustrated in Figure 1 the co-workership wheel consists of four conceptual pairs: Trust and Openness; Community Spirit and Cooperation; Engagement and Meaningfulness; Responsibility and Initiative. Together these four pairs describe the foundation for co-workership within the organization, feedbacking a development process towards smart manufacturing.

Inspired by the application of the co-workership wheel in the health care sector (ibid), this study builds on previous work by Carlsson et al. (2022) to further contribute to the exploration of co-workership in the manufacturing sector strengthening the I5.0 emerging research. By applying a qualitative case-study, organizational prerequisites for co-workership in digital transformation are explored (Yin, 2018). The term co-worker is herein applied in a general sense to explore employees’ experiences covering both managerial levels and service functions. The case company is a large manufacturing organization in the Swedish energy sector. In-depth interviews (n=29) were conducted over nine months (Oct. 20 – Jun. 21), exploring co-workers' current and retrospective experiences of the early phases of digital transformation. Referral sampling was applied for selecting informants from functions such as design, quality, production, logistics, digitalization development leaders, and corporate service functions including HR, IT, and financial controllers. Access was granted to six internal documents guiding all employees covering the organization’s strategic work with industrial digitalization, vision, and core values: responsibility, excellence, and innovation. Several rounds of data analysis followed, identifying organizational prerequisites related to each of the four conceptual pairs (Andersson et al., 2020) through a coding scheme based on the co-workership wheel, Findings show that employees interpreted digital transformation as difficult to navigate due to limited communication and cooperation across the organization. Furthermore, the need for trust in digital technologies and employee engagement for transformation are emphasized by informants. Thus, it is argued that an adaptive organizational culture and a focus on learning and competence are necessary organizational prerequisites for translating the means of digital transformation. Managers in the manufacturing sector hence need awareness and understanding of when and how to apply co-workership for transformational change. Manufacturing cultures need to absorb a more human-centric perspective when navigating I4.0, moving in incremental steps encompassing the whole organization, rather than treating digital transformation as scattered and disruptive activities. We argue that the findings give useful implications for manufacturing organizations navigating the challenges of digital transformation to reach the benefits of smart manufacturing. As digital transformation cuts across organizational structures and working processes, there is a need to highlight a human-centric perspective on smart manufacturing by applying the conceptual pairs of the co-workership wheel. Lessons learned show that by applying a co-workership approach with its aspects of trust and openness, community spirit and cooperation, engagement and meaningfulness, responsibility and initiatives, management needs to encourage organizational prerequisites such as an adaptive culture and learning and competence for reaching and sustaining a human-centric perspective on digital transformation.

Place, publisher, year, edition, pages
International Association for Computer Information Systems, 2022
Keywords
smart manufacturing, digital transformation, co-workership, human-centric, industry 4.0, industry 5.0
National Category
Business Administration Information Systems, Social aspects Production Engineering, Human Work Science and Ergonomics
Research subject
Production Technology; Work Integrated Learning
Identifiers
urn:nbn:se:hv:diva-19417 (URN)
Conference
The International Association for Computer Information Systems - Europe June 23, 2022 - Virtual Conference
Note

 The study was carried out within the AHIL-project, Artificial and Human Intelligence through Learning, funded by the Swedish Knowledge Foundation and University West

Available from: 2022-12-01 Created: 2022-12-01 Last updated: 2023-06-02Bibliographically approved
Carlsson, L. & Gjellebæk, C. (2022). Café seminar: Stimulating Work-Integrated Learning in Research Education. In: International Conference on Work Integrated Learning: Abstract Book. Paper presented at WIL'22 International Conference on Work Integrated Learning, 7-9 December 2022, University West, Trollhättan, Sweden (pp. 19-20). Trollhättan: University West
Open this publication in new window or tab >>Café seminar: Stimulating Work-Integrated Learning in Research Education
2022 (English)In: International Conference on Work Integrated Learning: Abstract Book, Trollhättan: University West , 2022, p. 19-20Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Many enrolled doctoral students experience a lack of community and uncertainty due to temporary and unpredictable positions. For example, doctoral students in Sweden report feeling lonely and lacking a sense of togetherness regarding their doctoral research program and research community (Akademiet for yngre forskere, 2021; Fackförbundet ST and Sveriges Förenade Studentkårer, 2021). A recent report states that only 15 percent of doctoral students in Norway complete their education by the end of the original contract period (Fodstad-Larsen, 2022), and they are described to battle various psychosocial challenges related to their work, work environment, and work-life. 

The understanding of research community is, however, by no means a straightforward issue. How research communities develop is unclear, and the role and engagement of doctoral students within the community is equally challenging. Opportunities for social contact, academic discussions with fellow students, integra tion into the departmental community, and the possibility for doctoral students to become involved in the broader research culture are pointed out as triggers for a sense of togetherness (Brew et al., 2017). Nevertheless, these items reflect only a limited notion of a research community. For the triggers to contribute to a sense of togetherness and to a research community where the doctoral students experience learning as an integral part of the research education, it requires an operationalization of the triggers into tools and strategies.Finding tools for building a community and sense of togetherness may be a way to hinder the sense of distress among doctoral students. Furthermore, finding structures to create long-lasting communities may benefit continuous networking among doctoral students contributing to lifelong learning. In this paper, we will explore how "world-café" seminars can be used as a tool and stimulation for community building in research education.

The case setting was one seminar session within a series of cross-border doctoral seminars designed to strengthen research collaboration between the participating higher education institutions and promote the exchange of experience and skills between doctoral students and research environments. The seminar series hosted 22 doctoral students from Norway and Sweden, and the participants had different academic backgrounds, belong to different research educations at different academic institutions, and are at different places in the process of the ir research education. The initiators of the seminars were the chairs of the doctoral forums at two academic institutions, one in Sweden and one in Norway. The chairs were also the ones guiding the participants through the café seminar process.

A world café is a seminar form which essence is an intervention for organizational change and development or community building amongst individuals, e.g., doctoral students. Its defining characteristic is how communication is based on conversations structured as dialogue. Here, the dialogue is proposed to create a meaning flow between participants, resulting in shared meaning and opportunities for life-long learning as well as learning as an integral part of work or education. Prewitt (2011) describes the caf e's unique contribution as the interventional form; of structured conversation in short cycles, which deliberately mixes participants between cycles to maximize knowledge exchange.

To initiate the café seminar, the essence of world café was introduced by the two chairs. The cafés were hosted by the same chairs, in the role as so-called café facilitators guiding the participants throughout the four cycles, each round lasting 20-30 minutes. In the first three cycles, one participant volunteered to be the tab le host with the position to anchor that table's conversation throughout multiple changes of visitors and potential changes of table hosts. The table host was responsible for holding the collective and evolving the topic at this table, and the other participants carried their collective and evolving stories with them. This café had four tables and three topics: i) Knowledge and Life-Long Learning ii) Transformation and Sustainable Development, iii) Social Sustainability. The "transformation and sustainable development" were discussed at two tables and the others at one each. In the first cycle, participants brainstormed in four smaller groups around the three topics the café facilitators presented. The second cycle started when a new composition of doctoral students gathered at each of the four café tablets.

The table host presented a summary from the previous discussion before a new brainstorming and discussion started. In the third cycle, participants changed tables again. This time they were encouraged to formalize and concretize the brainstorming notes into a structure containing the research topic, motivation, research question, context, theory and methodology, and contribution. In the fourth and final cycle, the doctoral students formed self -selected writing groups around the three overall topics. At this stage, the café seminar had been going on for 2,5 hours, and the participants were no longer bound to stay in the venue to finish. Hence, the seminar ended with the forming of writing groups. All the writing groups were encouraged to work further with the aim of designing a common abstract. Eight doctoral students chose to continue with the topic of knowledge and life -long learning, four with the topic of transformation and sustainable development, and five chose the topic of social sustainability.Our findings, based on participatory observation, oral feedback from the participants, and evaluation filled in after the seminars, show that a dialogical seminar is well suited for deriving cross-disciplinary research experiences amongst doctoral students. Sharing and exchanging experiences promote work-integrated learning in a research community initiated and led by fellow doctoral students. In the feedback the participants in the café seminar reported a sense of togetherness by being included in a safe community with fellow colleagues. The formal structure of the café seminar provided mutual ground and formalized dialogues amongst doctoral students who would otherwise not meet, and this provided a tool to formulate initiatives for long-lasting communities across disciplines and higher institutions.

Place, publisher, year, edition, pages
Trollhättan: University West, 2022
Keywords
Café Seminar; Research Education; Work-Integrated Learning
National Category
Pedagogy Learning
Research subject
Work Integrated Learning
Identifiers
urn:nbn:se:hv:diva-19540 (URN)9789189325302 (ISBN)
Conference
WIL'22 International Conference on Work Integrated Learning, 7-9 December 2022, University West, Trollhättan, Sweden
Note

The general theme of the conference is: “WIL in the service of society”

Available from: 2023-01-10 Created: 2023-01-10 Last updated: 2023-01-30Bibliographically approved
Gjellebæk, C. & Carlsson, L. (2022). Cross-border doctoral seminar. In: : . Paper presented at LINA WEEK 40, 3-7 OCTOBER, 2022, University West, Sweden.
Open this publication in new window or tab >>Cross-border doctoral seminar
2022 (English)Conference paper, Oral presentation only (Other academic)
Keywords
Doctoral candidates, Norway, Sweden
National Category
Learning
Research subject
Work Integrated Learning
Identifiers
urn:nbn:se:hv:diva-19952 (URN)
Conference
LINA WEEK 40, 3-7 OCTOBER, 2022, University West, Sweden
Available from: 2023-05-10 Created: 2023-05-10 Last updated: 2023-05-29Bibliographically approved
Carlsson, L., Rangraz, M. & Olsson, A. K. (2022). Managers’ Perceptions of Industrial Digitalization in the Early Phases of a Pandemic: A Qualitative Study. In: Bednar P., Bednar P., Islind A.S., Hult H.V., Hult H.V., Nolte A., Nolte A., Rajanen M., Zaghloul F., Ravarini A., Braccini A.M. (Ed.), CEUR Workshop Proceedings: 8th International Workshop on Socio-Technical Perspective in Information Systems Development, STPIS 2022 Reykjavik 19 August 2022 through 20 August 2022. Paper presented at CEUR 8th International Workshop on Socio-Technical Perspective in Information Systems Development, STPIS 2022 Reykjavik 19 August 2022 through 20 August 2022  (pp. 99-110). CEUR-WS, 3239, Article ID 183336.
Open this publication in new window or tab >>Managers’ Perceptions of Industrial Digitalization in the Early Phases of a Pandemic: A Qualitative Study
2022 (English)In: CEUR Workshop Proceedings: 8th International Workshop on Socio-Technical Perspective in Information Systems Development, STPIS 2022 Reykjavik 19 August 2022 through 20 August 2022 / [ed] Bednar P., Bednar P., Islind A.S., Hult H.V., Hult H.V., Nolte A., Nolte A., Rajanen M., Zaghloul F., Ravarini A., Braccini A.M., CEUR-WS , 2022, Vol. 3239, p. 99-110, article id 183336Conference paper, Published paper (Other academic)
Abstract [en]

This paper explores how managers in the manufacturing industry simultaneously accommodated industrial digitalization and the impact of COVID-19. Managers’ views and understanding of industrial digitalization during the early phases of the COVID-19 pandemic are narrated through the circumstances that came to their proxy during the spring of 2020. The study result is based on qualitative in-depth semi-structured interviews conducted with eight small- and medium-sized manufacturing managers. This study contributes by giving empirically informed implications on manufacturing managers’ perception of industrial digitalization during the early phases of the COVID-19 pandemic. Findings show that industrial digitalization due to the COVID-19 pandemic is viewed differently from previous digitalization processes, causing new ways for managers to perceive how and why digital technologies may be implemented. © 2022 Copyright for this paper by its authors.

Place, publisher, year, edition, pages
CEUR-WS, 2022
Keywords
Managers; Manufacture; Digital technologies; Industrial digitalization; Manufacturing industries; Manufacturing organizations; Qualitative study; Semi structured interviews; SME; COVID-19
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Work Integrated Learning
Identifiers
urn:nbn:se:hv:diva-19323 (URN)2-s2.0-85139838314 (Scopus ID)
Conference
CEUR 8th International Workshop on Socio-Technical Perspective in Information Systems Development, STPIS 2022 Reykjavik 19 August 2022 through 20 August 2022 
Available from: 2022-10-28 Created: 2022-10-28 Last updated: 2023-06-02Bibliographically approved
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