Crisis-driven digital transformation as a trigger for process virtualization: Fulfilling knowledge work process requirements for remote work

Zeuge, Anna; Schaefer, Cindy; Weigel, Andreas; Eckhardt, Andreas; Niehaves, Bjoern

doi:10.1016/j.ijinfomgt.2023.102636

Cited by 7 publications

(5 citation statements)

References 53 publications

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“…Another conceptual approach that could be partially applied to creating communication strategies for DBT is crisis management. Literature now knows the term 'crisis-driven digital transformation' [15]. Researchers describe it as an unexpected and immediate transformation of non-digital organisational processes into virtual equivalents due to an internal or external crisis [16].…”

Section: A Disruptions Lead To Digital Business Transformationmentioning

confidence: 99%

Disruptions Leading to Digital Business Transformation: Executives’ Perceptions

Miklosik,

Krah,

Evans

2023

IEEE Access

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Section: A Disruptions Lead To Digital Business Transformationmentioning

confidence: 99%

Disruptions Leading to Digital Business Transformation: Executives’ Perceptions

Miklosik,

Krah,

Evans

2023

IEEE Access

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“…Creating knowledge and shared experiences through heterogeneous backgrounds (Qureshi et al 2018) depends on how organizations find new ways of communication and organizational abilities (Rezazadeh & Molaei 2018), as traditional social mechanisms do not facilitate communication (Demirel 2020), resulting in communication being challenged (Zeuge et al 2023). Exemplifying this, joint online breaks during the pandemic were found to be important, strengthening information sharing or creation of informal exchange activities (Zeuge et al 2023). Arguing that spontaneous communication does not happen naturally when working virtually, it must be concerted action (MacDuffie 2007).…”

Section: Interaction and Communicationmentioning

confidence: 99%

“…Nevertheless, familiarity between organizational members (Assudani 2009) or a high level of communication and interaction (Al-Habaibeh et al 2021) can increase the development of transactive memory. An example of a low transactive memory was found in cases where work processes were not stored or shared, which resulted in double work (Bosch-Sijtsema et al 2011;Zeuge et al 2023). However, Griffith et al (2003) propose that the level of transactive memory is connected to the level of technological and organizational systems that support transactive memory development, e.g., an intranet portal (Kauppila 2012).…”

Section: Transactive Memorymentioning

confidence: 99%

Capabilities for knowledge management in virtual collaboration: A systematic review

Pedersen,

Ipsen,

Kirchner

et al. 2023

ECKM

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Virtual collaboration has become an integrated part of knowledge-intensive work, especially after the pandemic. Researchers claim that working partly in the physical workplace and partly working virtually will persist in the future among knowledge workers. As knowledge sharing is a challenge when working across distances, it highlights the need for knowledge-intensive organizations to develop capabilities for knowledge management (KM). Capabilities will be investigated as organizational factors that create, extend, or modify behavior, aiming for effective KM across distances. This systematic literature review explores how knowledge creation, retention, and transfer are managed in virtual collaboration and the required capabilities for this process. Based on 33 articles, the study found that organizational structures facilitating frequent interactions and transactive memory, supported by technology, enable capabilities for KM. Hence, retention and transfer of tacit knowledge are challenged and might be a hindering factor .

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“…In the landscape of modern business, digital transformation has become a cornerstone for enterprise innovation, with the integration of collaborative tools marking a key milestone in this journey [1][2][3][4]. A critical aspect of this transformation is the enhanced virtualizability of business processes, a concept that encapsulates the potential and suitability of transitioning business processes from physical to virtual environments [5,6]. In this context, PVT has gained prominence as a comprehensive framework for understanding the dynamics of business process virtualizability [5,7,8].…”

Section: Introductionmentioning

confidence: 99%

Integrating Embodied Social Presence Theory and Process Virtualization Theory to assess business process virtualizability: The mediating role of embodied co-presence

Yang,

Fang

2024

PLoS ONE

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In the digital era, the integration of technology within business processes is pivotal for organizational efficiency. This study investigates the impact of IT characteristics-specifically IT representation, IT reach, and monitoring capability-on the virtualizability of business processes, utilizing the frameworks of Embodied Social Presence Theory (ESPT) and Process Virtualization Theory (PVT). Our objective is to explore how these IT characteristics, through the mediation of embodied co-presence, enhance business process virtualizability in the context of collaborative tools. Addressing a gap in existing literature, we propose that beyond facilitating virtualization, IT characteristics deeply influence virtual processes by integrating human-centric experiences of co-presence. To examine this, we analyzed data from 311 Korean employees with remote work experience during the COVID-19 pandemic using Smart-PLS 4. Our findings indicate that IT representation and IT reach significantly contribute to business process virtualizability, mediated by embodied co-presence. Surprisingly, monitoring capability did not significantly affect either embodied co-presence or process virtualizability, challenging initial assumptions. This study bridges ESPT and PVT to offer new insights into the roles of IT characteristics in process virtualization, highlighting the importance of human-centric IT design. The results provide valuable guidance for businesses and developers of collaborative tools, underscoring the need to enhance virtual work environments through technology that fosters a sense of presence and collaboration.

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Crisis-driven digital transformation as a trigger for process virtualization: Fulfilling knowledge work process requirements for remote work

Cited by 7 publications

References 53 publications

Disruptions Leading to Digital Business Transformation: Executives’ Perceptions

Disruptions Leading to Digital Business Transformation: Executives’ Perceptions

Capabilities for knowledge management in virtual collaboration: A systematic review

Integrating Embodied Social Presence Theory and Process Virtualization Theory to assess business process virtualizability: The mediating role of embodied co-presence

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