Toward the workplace of the future: How organizations can facilitate digital work

Dittes, Sven; Richter, Shahper; Richter, Alexander; Smolnik, Stefan

doi:10.1016/j.bushor.2019.05.004

Cited by 72 publications

(58 citation statements)

References 15 publications

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“…Kaplan and Haenlein ( 2019 ) propose that organizations and societies across the globe continue to engage in “novel use[s] of technology to solve traditional problems” (p. 679). For example, work is being transformed into digital work , a reconfiguration of practices and operations that adapt to emerging technology being employed into the workplace (Dittes, Richter, Richter, & Smolnik, 2019 ). To be competitive, the workplaces of the future will need to be adaptable and agile (Gerwitz, 2016 ; Holbeche, 2019 ) in response to the catalysts described previously.…”

Section: Organizational Response For Rapid Expertise Developmentmentioning

confidence: 99%

“…For example, some workers will be very comfortable in a less structured environment, where work-life boundaries are blurred or removed. On the other hand, other workers will need or want the structure provided by an office and the nine to five work day (Dittes et al, 2019 ). Failing to adapt to changing workforce needs could result in the inability to recruit and/or retain the expertise needed to maintain a competitive advantage (Schwab, 2015 ).…”

Section: Challenges To the Future Of Workmentioning

confidence: 99%

“…Workers in these transformed workplaces will be expected to be more innovative, creative, and entrepreneurial than in any previous time, as they work within reconceptualized structures that see the current eight–five workday replaced by a focus “… on the efficient completion of work” (Dittes et al, 2019 , p. 650). This new structure will enhance the ability of teams to collaborate, even when they are miles—or even continents apart.…”

Section: Envisioning the Future: The Workplace Transformedmentioning

confidence: 99%

“…This new structure will enhance the ability of teams to collaborate, even when they are miles—or even continents apart. This also means the potential for the boundaries of work and personal times to become increasingly blurred (De Bruyne & Gerritse, 2018 ; Dittes et al, 2019 ; Kaplan & Haenlein, 2019 ).…”

Section: Envisioning the Future: The Workplace Transformedmentioning

confidence: 99%

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Preparing for the Future of Work and the Development of Expertise

Moats

2021

Expertise at Work

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Expertise is vital to any organization’s competitive advantage in the highly competitive landscape. However, as technology continues to evolve and emerge, organizations find themselves in a near-constant state of transformation. Moreover, the rapid pace of technological innovation is outpacing any previous era and contributes to an already complex transforming workplace. As the transformation continues to unfold, the workforce must be equipped to perform in the new operational environment. In other words, the workforce must also transform to keep pace with the workplace. Unfortunately, current methods used to develop expertise are inefficient and consequently require a tremendous amount of time and effort. For example, scholars agree that reaching an expert level of mastery requires more than 10,000 hours and up to ten years to achieve. Therefore, developing expertise within the workforce for the transformed workplace requires Human Resource Development professions to design and implement innovative solutions capable of overcoming these and other challenges created by ever-present transformation. Moreover, innovative and emerging technologies, such as artificial intelligence, are quickly being adopted in the workplace, including in the fields of medicine (Allen, 2018; Harrington & Johnson, 2019) and business (Schneider & Leyer, 2019). These highly complex and emerging technologies provide organizations the power to push beyond the limitations of human performance. Likewise, these technologies provide the potential to outpace the ongoing technological evolution. Human Resource Development professionals must employ innovative strategies that transcend disciplines to harness the power offered by machines as well as circumvent the extremely long lead times to efficiently develop expertise. These innovations must fundamentally disrupt the current methods of expertise development to increase efficiency. Consequently, this begs the question: As humans traverse toward and through the continually transforming workplace, how is the needed expertise developed to equip humans to interact and help organizations establish and maintain their competitive advantage? This question is at the heart of this chapter as the author addresses what is known about developing expertise, innovative and emerging technology, and the possibilities of greater connectedness in the digitally transformed workplace.

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Section: Organizational Response For Rapid Expertise Developmentmentioning

confidence: 99%

Section: Challenges To the Future Of Workmentioning

confidence: 99%

Section: Envisioning the Future: The Workplace Transformedmentioning

confidence: 99%

Section: Envisioning the Future: The Workplace Transformedmentioning

confidence: 99%

See 2 more Smart Citations

Preparing for the Future of Work and the Development of Expertise

Moats

2021

Expertise at Work

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“…At the same time, Russian scientists note the increasing influence of administrative tools for regulating the labor market that do not consider digital changes in the technological sphere and are in conflict with the requirements of innovative development (Maslov, Dmitriev, & Krapil, 2018). At the same time, more and more digital jobs are being created that require appropriate training from users (Dittes, Richter, Richter, & Smolnik, 2019). The period of the demographic decline that our country is entering will affect the change in the age structure of the labor market, and a decrease in the share of young specialists is forecasted (Liadova & Loginova, 2018).…”

Section: Introductionmentioning

confidence: 99%

The Impact Of Regional Socio-Economic Factors On Employment

Simonova¹,

Spravchikova²,

Vagin³

2020

European Proceedings of Social and Behavioural Sciences

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A systematic review of information technology in workplace learning

Gong

2023

Psychology in the Schools

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The application of information technology is ubiquitous in our work and learning, and information technology causes tremendous changes to workplace learning. This systematic review aims to summarize the roles and impacts of information technology on workplace learning. This study is guided by the following three research questions: What are the characteristics and trends of the existing research on information technology in workplace learning(RQ1)? What roles does information technology play in workplace learning(RQ2)? What changes and impacts have information technology brought to workplace learning(RQ3)? We identified 60 eligible articles using the guidelines of the PRISMA procedures. To respond to RQ1, the descriptive analysis of the eligible literature has been delineated. To respond to RQ2, we conducted an in‐depth content analysis, and the roles of information technology were classified into four categories: at the organizational level, exploitative learning and explorative learning and at the individual level, learning resources and learning support. To respond to RQ3, the impacts of information technology were analyzed from both the positive and negative effects at the individual and organizational levels. Finally, we proposed an integrated framework of information technology on workplace learning.

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Toward the workplace of the future: How organizations can facilitate digital work

Cited by 72 publications

References 15 publications

Preparing for the Future of Work and the Development of Expertise

Preparing for the Future of Work and the Development of Expertise

The Impact Of Regional Socio-Economic Factors On Employment

A systematic review of information technology in workplace learning

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