In our paper we present first performance measurement results of a digital simulation laboratory, which is applied in the context of industrial front-end team training. The design of the simulation laboratory is oriented towards an Escape Room. First, we situate the presented approach within existing competency understandings and accompanying training approaches in the context of Industry 4.0 Performance measurement for front-end training has been a challenge in this context so far, since performance, unlike in the back-end, is not attributable to specific production results, but becomes visible on a superior process level. Building on the competency facets of complexity management, self-reflection, creative problem solving, and cooperation (Wilkens et al., 2017) as well as action implementation (Heyse & Erpenbeck, 2009), the performance measurement presented addresses the question which individual competencies have an impact on team performance in the simulation scenario. Preliminary results show that the individual competencies among team members have a lower impact on performance than moderating factors such as heterogeneity and cohesion within the team. In order to increase the performance of front-end teams, it therefore appears to be reasonable to focus more on developing team structures rather than only on individual competence development.

Der Einsatz von Künstlicher Intelligenz (KI) in Produktion und Fertigung wird die Arbeitswelt und die Fabrikfertigung verändern. Dieser Beitrag widmet sich der Frage, wie die Arbeit mit KI im Interesse des Menschen gestaltet werden kann. Dafür werden verschiedene Perspektiven auf menschzentrierte KI vorgestellt. Nachfolgend wird das Modell SMART-er Arbeitsgestaltung eingeführt [37, 43]. Dieses dient als Heuristik, vor dessen Hintergrund Kriterien für die Entwicklung menschzentrierter hybrider Intelligenzen diskutiert werden. Abschließend werden fünf Gestaltungsschritte abgeleitet, die Unternehmen bei der menschzentrierten Gestaltung von Mensch-KI-Teams helfen können.

Failures in digital transformation projects are reported frequently. This is especially true for small and medium sized enterprises (SMEs). Considered as a major reason is a missing socio-technical systems (STS) perspective. Although it is widely approved that the interplay between technological characteristics, individual behaviour, and organizational properties matters for digital transformation, these multiple dimensions of digital change tend to be underestimated when it comes to practice. The aim of this paper is to find explanations for this shortcoming and to derive propositions how to design a successful socio-technical implementation journey for the digital transformation in SMEs. The paper refers to the conceptual baselines of STS theory and compares perspectives occurring in the disciplines of work science and engineering science. This is complemented by a comparative analysis of two monodisciplinary as well as one interdisciplinary case study. Reflecting on current limitations the paper proposes a framework for a holistic STS approach that is more likely to be adapted in practice. This integrated maturity approach for digital transformation projects brings together former separated STS perspectives and thus explores a multi-stakeholder approach.

Failures in digital transformation projects are reported frequently. This is especially true for small and medium sized enterprises (SMEs). Considered as a major reason is a missing socio-technical systems (STS) perspective. Although it is widely approved that the interplay between technological characteristics, individual behaviour, and organizational properties matters for digital transformation, these multiple dimensions of digital change tend to be underestimated when it comes to practice. The aim of this paper is to find explanations for this shortcoming and to derive propositions how to design a successful socio-technical implementation journey for the digital transformation in SMEs. The paper refers to the conceptual baselines of STS theory and compares perspectives occurring in the disciplines of work science and engineering science. This is complemented by a comparative analysis of two monodisciplinary as well as one interdisciplinary case study. Reflecting on current limitations the paper proposes a framework for a holistic STS approach that is more likely to be adapted in practice. This integrated maturity approach for digital transformation projects brings together former separated STS perspectives and thus explores a multi-stakeholder approach.