How Digital Transformation Impacts Organizational Culture – a Multi-Hierarchical Perspective on the Manufacturing Sector

Management toward Industry 5.0: a co-workership approach on digital transformation for future innovative manufacturing

“…Discussionmanagement toward industry 5.0 This study aims to contribute guidelines for manufacturing managers to exploit the potential of digital technologies through a human-centric perspective by applying the co-workership wheel. The results and the stepwise thematic analytical process clearly show that the Management toward Industry 5.0 disruptive force of digital transformation cuts across all organizational functions and levels, as recognized in earlier research (da Silva et al, 2022;Vial, 2019), imposing the abandonment of functional silo structures in favor of cross-functional teams (Pfaff et al, 2023). This is accentuated in four themes referring to organizational prerequisites for digital transformation: holistic understanding, inclusive organizational change, leadership practices, and learning and innovation processes, all prerequisites for a human-centric digital transformation, as illustrated in Figure 5.…”

“…The second pair, community spirit and cooperation, emphasizes that effective cooperation should disregard organizational borders, organizational structures and hierarchies (Andersson et al, 2021) and promotes cross-functional teams (Pfaff et al, 2023). Community spirit referring to the culture or mindset of an organization is a key element in digital transformation, and managers are responsible for fostering an open community spirit that promotes and encourages digital transformation (Schiuma et al, 2022).…”

“…Digital transformation is disruptive (Vial, 2019), and no part of the organization is immune to its effects, cutting across traditional functions, structures and culture (Pfaff et al, 2023), imposing innovation and entrepreneurship, transformative development and adjustments (Nambisan et al, 2019). Digitalization affects all functions and levels of organizations.…”

“…Thus, a crucial issue is the responsibility for the change processes required for digitalization, which often is indistinct, and manufacturing organizations are struggling with unclear responsibilities (Carlsson et al, 2022). Digital transformation hence poses organizational change processes affecting all parts of the organization (Nambisan et al, 2019) since new technologies require employees to work in cross-functional teams rather than functional silos (Pfaff et al, 2023). However, paradigm of I4.0 has limitations as it entails a strong system-centric view with focus on efficiency, quality improvement and cost reduction (Maddikunta et al, 2022).…”

Perspectives on Artificial Intelligence Adoption for European Union Elderly in the Context of Digital Skills Development

“…Malta (56), Czech Republic (57), Spain (57), Greece (60), Portugal (63), Belgium (65), France (68), Poland (68), Bulgaria (70), Slovenia (71), Croatia (73), Romania (90), Slovakia (100) Previous research in the field suggests that in countries with lower power distance, there is a greater tendency to accept technology [92], while, according to Jayaprakash et al, countries with a lower power distance favor the efficient use of technologies, with communication being direct and participatory, which makes all members of society more easily accessible [93]. Although considering a different context, Pfaff, Yuko Melanie, et al findings highlight the fact that reducing the power distance is essential in digital transformation [94]. Referring to the development of digital skills among the elderly and not only based on previous statements, the idea emerges that a country with a greater capacity to accept technology (low power distance) is more likely to support digital literacy.…”