What Makes Smart Work Successful? Overcoming the Constraints of Time Geography

Kim, Yong-Young; Oh, Sae-Sook

doi:10.1109/hicss.2015.128

Cited by 8 publications

(10 citation statements)

References 21 publications

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“…From this viewpoint, it is highlighted that workers "can positively accommodate the latest information technology environment without being constrained by time and place" (Kang and Kwon, 2016). The adjective "smart" is used to underline that this work modality is also a way for employees to "achieve maximum value" and "be more productive" (Fragouli and Ilia, 2019), to have more "spatial and temporal flexibility" (Fogarty et al, 2011), better working conditions (Kim and Oh, 2015), improve creativity and stimulate change (Kang and Kwong, 2016). In summary, in this study, we prefer to use the term Smart Working (SM) rather than "teleworking", because it not only emphasizes "working at distance" and the use of telecommunication technologies, but also the potential effects of this work modality to employees and employers, and the changes it can induce.…”

Section: Literature Reviewmentioning

confidence: 99%

Working from home during COVID-19 pandemic: lessons learned and issues

Bolisani

Scarso

Ipsen

et al. 2020

Management &Amp; Marketing. Challenges for the Knowledge Society

123

100

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During the COVID pandemic, many companies, schools, and public organizations all around the world asked their employees to work from home i.e. to adopt what are called “smart working” modalities. This has and will presumably have a serious impact on both employees and employers, which still needs to be clarified and investigated: indeed, if smart working becomes a common working modality, this may have a significant impact on both organizations and employees. This paper reports the results of an online survey of “smart workers” in Italy during the COVID pandemic, when a great number of employees suddenly moved to working from home with no or little preparation. The study offers interesting indications about the involvement and usefulness perception of smart working by the sampled people and makes it possible to single out different categories of employees based on their attitude towards this modality. Also, it points out the potential impact on socialization among colleagues, and the consequent implications for knowledge sharing and knowledge management. From the collected responses, a fully positive or negative conclusion about working from home was not possible, nor a clear indication about the efficiency and effectiveness of this working modality. The analysis, instead, highlighted the presence of different but numerically similar groups of people, i.e. those who were not satisfied at all with the experience, those who were very satisfied, and those who were “undecided”. Furthermore, respondents underlined the importance and the difficulty to maintain working contacts and the intense use of communication systems made for this purpose. Lastly, collected opinions on positive and negative aspects of working from home provided some practical suggestions about how to successfully implement this solution.

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Section: Literature Reviewmentioning

confidence: 99%

Working from home during COVID-19 pandemic: lessons learned and issues

Bolisani

Scarso

Ipsen

et al. 2020

Management &Amp; Marketing. Challenges for the Knowledge Society

123

100

View full text Add to dashboard Cite

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“…Considerations may include flexible working contracts and the more general concept of smart working, i.e. organization of the work that allows work at any time of the day according to a worker's needs (Kim and Oh, 2015).…”

Section: Social Sustainability In Production Systemsmentioning

confidence: 99%

“…andVan der Graaf, (1996);Krajnc and Glavic (2003);NIST (2011);Joung et al, (2012) b)Anzanello and Fogliatto, (2011);Hewitt et al (1992);Jaber, Kher and Davis (2003) c)Goldin (2016) d) Tan and Wong(2015) e)Kim and Oh (2015) f)Aouadni et al (2014);Aouadni and Rebai (2016);Joung et al, (2012); NIST (2011)g) Darr and Johns (2008); Gerr et al (2014); Joung et al, (2012) h) Zamfirescu et al and Lewis (2002); Romero and Noran (2015); Tonchia and Quagini (2010) b) Boyer and Lewis (2002); Ferdows and De Meyer (1990): Tonchia and Quagini (2010) c) Susto et al (2015) d) Lin and Lee (2001); Lin, Shie and Tsai et al (2008); b) Fynes and Voss (2001); c) Doran and Van der Graaf (1996); Stottler and Panichas (2006); Falck (2009); Ramos, Frasson and Ramachandran (2009); d) Parasuraman, Sheridan and Wickens (2000); Pirvu, Zamfirescu and Gorecky, (2014); VINNOVA, S2 and UDI (2015); Sato (et al (2011) c) Raddon and Grigsby (1997) d) Boyer and Lewis (2002); El Mola and Parsaei (2010); May et al (2015)Flexibility m) Adaptability to a diverse a) Mavrikios et al (2013) b) Ajai et al (2013) c) Zaeh and Ostgathe (2009); Harun, Cheng and Wibbelmann (2008) d) Lee, Shin and Higa (2007) e) Ajai et al (2013) f) Ajai et al (2013) g) Sethi and Sethi (1990); Ajai et al (2013) h) Ajai et al (2013) j) Neves et al (2014) k) Koste and Malhotra (1999) ; Ajai et al (2013) l)Stecke and Raman (1995);Kaplan and Norton (et al (2015) n)Zhang and Van Luttervelt, (2011) o)Terzi and Cavalieri (2004) p)Ajai et al (2013) q)Herrera et al (2015);Geiger and Reinhart (2016) …”

mentioning

confidence: 99%

A framework for operative and social sustainability functionalities in Human-Centric Cyber-Physical Production Systems

Pinzone

Albé

Orlandelli

et al. 2020

Computers & Industrial Engineering

124

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In a near future where manufacturing companies are faced with the rapid technological developments of Cyber-Physical Systems (CPS) and Industry 4.0, a need arises to consider how this will affect human operators remaining as a vital and important resource in modern production systems. What will the implications of these orchestrated and ubiquitous technologies in production -a concept we call Cyber-Physical Production Systems (CPPS) -be on the health, learning and operative performance of human workers? This paper makes three main contributions to address the question. First, it synthesizes the diverse literature regarding CPS and social sustainability in production systems. Second, it conceptualizes a holistic framework, the CyFL Matrix, and outlines a guideline to analyze how the functionalities of a CPPS relate to operational and social sustainability-related performance impacts at different levels of analysis. Finally, it presents an industrial use case, which the CyFL Matrix and the related guidelines are applied to. In doing so, the study offers first support to researchers and manager of manufacturing companies willing to define suitable operational and social sustainability-related performances for Humancentric Cyber-Physical Production Systems of the future.

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“…While digital technologies have provided a basis for new forms of organizing among geographically “complex multi-team systems” ( Sullivan et al, 2015 , p. 1), there is no doubt that greater connectivity is helping to break down traditional hierarchies (and organizational boundaries themselves), transforming workers’ activities within and outside of the workplace ( Cortellazzo et al, 2019 ). The enabling power of technologies – especially those supporting communication, collaboration, and networks (as well as social networks, for which further investigation is needed), together with the increasingly pervasive diffusion of easy-to-use mobile devices – support individuals in sharing processes, even in real time and in different environments ( Chudoba et al, 2005 ; Ahuja et al, 2007 ; Kim and Oh, 2015 ; Raguseo et al, 2016 ). The second point concerns how to elicit enthusiasm and inspire followers electronically; to build trust with employees who may never see their leader face to face; and to communicate effectively with dispersed team members ( DasGupta, 2011 ).…”

Section: Leading People In Smart Working Contextsmentioning

confidence: 99%

Defining Leadership in Smart Working Contexts: A Concept Synthesis

2020

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This paper begins by considering the importance of leadership to pursue behavioral, cultural, technological, and ethical aspirations of smart working practices in order to develop a comprehensive understanding of leadership in smart working contexts. We adopt a literary approach to the concept synthesis method with which to critically analyze and conceptually map a wide set of related notions of leadership that are connected with the evolutive dynamics of smart working approaches. According to the scope conditions of the research, the role of leadership emerges with the purpose of changing behaviors, creating shared meanings, and integrating physical and technology-mediated interactions in smart working environments. With this in mind, the iterative integration of smart working and leadership literature has gradually begun to detect and classify the main characteristics of leadership in smart working contexts in terms of leadership antecedents, attributes, and outcomes. The interpretative synthesis results in an overarching conceptualization of "leading in smart working contexts" that depicts leadership as a naturally emerging phenomenon that combines agile logics and change management practices to align interests at different levels of the organization. These premises lead to the alleged "triple-win" configuration of smart working approaches. While encouraging in-depth discussion about the facilitative and performative function of leadership in smart working contexts, this study contributes to advancing knowledge on what "being a smart leader" actually means, and how to operatively apply this notion in smart working contexts. Together, the concept delineation and the operational definition of "smart leadership" offer important insights for both managerial action and future directions of research.

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What Makes Smart Work Successful? Overcoming the Constraints of Time Geography

Cited by 8 publications

References 21 publications

Working from home during COVID-19 pandemic: lessons learned and issues

Working from home during COVID-19 pandemic: lessons learned and issues

A framework for operative and social sustainability functionalities in Human-Centric Cyber-Physical Production Systems

Defining Leadership in Smart Working Contexts: A Concept Synthesis

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