The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Abstract

Purpose The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how these relate to the emergence of digital waste. Design/methodology/approach This paper uses case-based research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-structured interviews with two management representatives and four shop-floor employees. The data was used to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours and soft management practices, in light of digital transformation. Findings The results suggest that several variables were positively influenced by the digital transformation process. These were top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to be negatively influenced by digital transformation The findings also indicate that several soft management practices and employee behaviours were not only influenced by manufacturing digitalization but also themselves influenced the process. The potential for digital waste creation was also detected in several variables, including reward and recognition and training employees. Practical implications Managers, practitioners and academics may learn about the importance of certain managerial practices and employees’ behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft lean management practices and certain employee behaviours during the digital transformation and in creating awareness of digital waste. Originality/value This study builds on several existing studies discussing the impact of digital transformation on soft management practices and employee behaviours. It provides insights from a lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital transformation. This study also highlights the significance of digital waste.

The growing gap between lean production and digital lean tools

“…Powell et al (2021) addressed these concerns by showing that processes should be simplified before they are digitized; in other words, lean should precede digitalization. In this way, digital waste can be reduced (Alieva and Powell, 2022). However, the sequencing of lean and digitalization as single variables is not enough to explain the findings of our case study.…”

“…Lorenz et al (2019) argued that lean principles can help businesses to simplify digitalization and avoid investing in technology without a value creation purpose. Without lean thinking, firms are likely to “digitalize waste” (Alieva and Powell, 2022), an echo of Ohno’s (2013) warning. Despite the lack of studies on how lean facilitates digitalization, Salvadorinho and Teixeira (2021, p. 15) concluded that:…”

“…Resent research has drawn attention to the challenges of managing digital change in organizations (Alieva and Powell, 2022), alongside those of lean implementation and measuring the sustained benefits of lean. Although managing digital change has been a topic of practical and academic investigation, its organizationally contingent and methodological complexity make it difficult to pinpoint particular success factors or failures (Hanelt et al , 2021).…”

Lean Tools in the Context of Industry 4.0: Literature Review, Implementation and Trends

“…[39] reinforces that without the development of professional skills and competencies for Industry 4.0, the organization may have problems when implementing new technologies. This transformation, when carried out and guided by Lean and Lean thinking, will result in professional engagement, development of digital skills and process improvement [9,91,93].…”

Influence of managerial practices, productivity, and change management process on organizational innovation capability of small and medium businesses

“…Due to rapid advancement of technology, organizations feel it essential to properly adopt and use different modern technologies to remain competitive. Alieva and Powell (2023) has observed that the way employees work will be transformed rapidly. There is an urgent need for small and medium businesses to adopt modern technologies to gain higher levels of operational efficiency and to achieve business transformation and innovation (Tajudeen et al, 2019).…”