Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
A co-workership approach on digital transformation: Towards smart manufacturing
University West, School of Business, Economics and IT, Division of Business Administration. (LINA iAIL)ORCID iD: 0000-0002-1991-4588
University West, Department of Engineering Science, Division of Production Systems. (PTW iAIL LINA)ORCID iD: 0000-0001-8962-0924
University West, School of Business, Economics and IT, Divison of Informatics. (iAIL LINA)ORCID iD: 0000-0002-7123-3173
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 [en]
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: urn:nbn:se:hv:diva-19417OAI: oai:DiVA.org:hv-19417DiVA, id: diva2:1715389
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

Open Access in DiVA

No full text in DiVA

Authority records

Olsson, Anna KarinEriksson, Kristina M.Carlsson, Linnea

Search in DiVA

By author/editor
Olsson, Anna KarinEriksson, Kristina M.Carlsson, Linnea
By organisation
Division of Business AdministrationDivision of Production SystemsDivison of Informatics
Business AdministrationInformation Systems, Social aspectsProduction Engineering, Human Work Science and Ergonomics

Search outside of DiVA

GoogleGoogle Scholar

urn-nbn

Altmetric score

urn-nbn
Total: 278 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf