Digitalization of office work – an ideological dilemma of structure and flexibility

Abstract

PurposeThe ongoing “digitalization of work” is one of the major phenomena shaping contemporary organizations. The aim of this study is to explore linguistic constructs of white-collar workers (WCWs) related to their use of digital tools.Design/methodology/approachThe framework of ideological dilemmas (Billig et al., 1988) is mobilized to investigate the conflicting demands WCW interviewees construct when describing the ongoing digitalization of their office work.FindingsThis study shows how “digitalization of work” is enforcing an organizational ideological dilemma of structure and flexibility for WCWs. In the digital workplace, this dilemma is linguistically expressed as the individual should be, or should want to be, both flexible and structured in her work.Practical implicationsThe use of language exposes conflicting ideals in the use of digital tools that might increase work–life stress. Implications for managers include acknowledging the dilemmas WCWs face in digitalized organizations and supporting them before they embark upon a digitalization journey.Originality/valueThe study shows that the negotiation between competing organizational discourses is constructed irrespective of hierarchical positions; the organizations digital maturity; private or public sector; or country. The study confirms contradictory ideological claims as “natural” and unquestionable in digitalized officework.

Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?

“…It unintentionally forced many Malaysian businesses to automate their operations and accelerate digitalization. Despite the contradictory discourses of workplace digitalization on employees (Lindell et al , 2022), engaged employees have become even more critical, given the upheavals in the business environment for organizations to strive for post-COVID-19 recovery growth (Business Media International, 2021).…”

“…Drawing on the JD-R model, we argue that when employees view workplace digitalization positively; together with the support of transformational leadership and innovative culture (as the group Workplace digitalizationemployee engagement shared beliefs and values to buffer work demands), employees are more likely to engage at work. The ongoing workplace digitalization, which mobilizes various digital technologies, is one of the significant phenomena shaping contemporary organizations (Lindell et al, 2022). It offers a more holistic relevant assessment and is better positioned as an innovation mechanism (Zafar and Mehmood, 2019) to explain the transformational leadership, innovative culture and EE relationships.…”

“…Building on the JD-R model, we argue that workplace digitalization that aims to improve business efficiencies can be an organizational job resource invested in employees to alleviate employees’ job demands, improve work productivity/performance and motivate employees’ development accomplishment. For instance, digitalization enables employees to conduct many tasks faster than before in a self-driven and flexible working condition, leading to improved creative working life (Lindell et al , 2022). Employees can therefore leverage workplace digitalization to cope with rising job demands and stressors (Bakker and Demerouti, 2017).…”

“…Parry and Solidoro (2013) assert that using social media to engage employees will not be successful without the support of organizational culture and leadership to embrace open communication and participation. Lindell et al (2022) opine that it is the responsibility of organizations and managers to grant employees the autonomy to structure their work in the digitalized workplace. Guiding employees through new regulations, policies and rules in navigating their digital work reduces stress and frustrations.…”

“…Digitalization goes beyond turning analog data into electronic information. Digitalization, which gears toward the change of systems, processes and roles within the organization, leading to collaboration with external business stakeholders (Gartner, 2016) under the fourth industrial revolution (Lindell et al , 2022) has been a significant phenomenon shaping contemporary organizations (Lindell et al , 2022). Further, the COVID-19 pandemic has accelerated workplace digitalization (Shamsi et al , 2021).…”