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Digital work and organisational transformation: Emergent Digital/Human work configurations in modern organisations

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Digital work and organisational transformation : Emergent Digital/Human work configurations in modern organisations. / Baptista, João (John); Stein, Mari-Klara; Watson Manheim, Mary Beth; Klein, Stefan; Lee, Jungwoo.

In: Journal of Strategic Information Systems, Vol. 29, No. 2, 101618, 30.06.2020.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Baptista, JJ, Stein, M-K, Watson Manheim, MB, Klein, S & Lee, J 2020, 'Digital work and organisational transformation: Emergent Digital/Human work configurations in modern organisations', Journal of Strategic Information Systems, vol. 29, no. 2, 101618. https://doi.org/10.1016/j.jsis.2020.101618

APA

Baptista, J. J., Stein, M-K., Watson Manheim, M. B., Klein, S., & Lee, J. (2020). Digital work and organisational transformation: Emergent Digital/Human work configurations in modern organisations. Journal of Strategic Information Systems, 29(2), [101618]. https://doi.org/10.1016/j.jsis.2020.101618

Vancouver

Baptista JJ, Stein M-K, Watson Manheim MB, Klein S, Lee J. Digital work and organisational transformation: Emergent Digital/Human work configurations in modern organisations. Journal of Strategic Information Systems. 2020 Jun 30;29(2). 101618. https://doi.org/10.1016/j.jsis.2020.101618

Author

Baptista, João (John) ; Stein, Mari-Klara ; Watson Manheim, Mary Beth ; Klein, Stefan ; Lee, Jungwoo. / Digital work and organisational transformation : Emergent Digital/Human work configurations in modern organisations. In: Journal of Strategic Information Systems. 2020 ; Vol. 29, No. 2.

Bibtex

@article{0506199a216241ad914c35c9e7b394b7,
title = "Digital work and organisational transformation: Emergent Digital/Human work configurations in modern organisations",
abstract = "Workplace technologies are more central to working in organisations than ever before. These technologies began as instrumental aids to support office work of individuals but have since also become the basis for social interactions and community building in organisations and more recently become able to perform managerial roles with the use of advanced AI capabilities. Our call for papers to this special issue invited original studies to go further and advance our thinking on the strategic implications of this layered evolution of workplace technologies on work and the structure of organisations. In this introduction, we synthesise the main themes from the special issue, and also ongoing dialogues with the growing community at the regular AIS / IFIP 9.1 workshop on the Changing Nature of Work. A key observation is that the work involved in configuring emergent Digital/Human configurations, is vastly under-reported and poorly understood. Paradoxically, this configuring work is the most demanding and critical in the shaping of modern organisations. We suggest that this type of largely invisible work requires engagement beyond the level of execution or even the meaning of work, it requires intervening with third order effects that get to the core of what an organisation is. We highlight the challenges for organisations in dealing with third order change, particularly because these effects are beyond existing frames of reference and require more dynamic and supple responses based on the values, purpose and intent dominant in the organisation – we describe this as structural digital work. Leaders that are unable or unwilling to engage with effects at this level, and this type of work, will miss identifying core opportunities and risks associated with digital transformation in organisations. We also reflect on the value of current theories and methods used to research this important and emergent phenomenon.",
keywords = "Digital work, Organisational transformation, Digital/Human configurations, Digital transformation, Changing nature of work, New ways of working",
author = "Baptista, {Jo{\~a}o (John)} and Mari-Klara Stein and {Watson Manheim}, {Mary Beth} and Stefan Klein and Jungwoo Lee",
year = "2020",
month = jun,
day = "30",
doi = "10.1016/j.jsis.2020.101618",
language = "English",
volume = "29",
journal = "Journal of Strategic Information Systems",
issn = "0963-8687",
publisher = "Elsevier",
number = "2",

}

RIS

TY - JOUR

T1 - Digital work and organisational transformation

T2 - Emergent Digital/Human work configurations in modern organisations

AU - Baptista, João (John)

AU - Stein, Mari-Klara

AU - Watson Manheim, Mary Beth

AU - Klein, Stefan

AU - Lee, Jungwoo

PY - 2020/6/30

Y1 - 2020/6/30

N2 - Workplace technologies are more central to working in organisations than ever before. These technologies began as instrumental aids to support office work of individuals but have since also become the basis for social interactions and community building in organisations and more recently become able to perform managerial roles with the use of advanced AI capabilities. Our call for papers to this special issue invited original studies to go further and advance our thinking on the strategic implications of this layered evolution of workplace technologies on work and the structure of organisations. In this introduction, we synthesise the main themes from the special issue, and also ongoing dialogues with the growing community at the regular AIS / IFIP 9.1 workshop on the Changing Nature of Work. A key observation is that the work involved in configuring emergent Digital/Human configurations, is vastly under-reported and poorly understood. Paradoxically, this configuring work is the most demanding and critical in the shaping of modern organisations. We suggest that this type of largely invisible work requires engagement beyond the level of execution or even the meaning of work, it requires intervening with third order effects that get to the core of what an organisation is. We highlight the challenges for organisations in dealing with third order change, particularly because these effects are beyond existing frames of reference and require more dynamic and supple responses based on the values, purpose and intent dominant in the organisation – we describe this as structural digital work. Leaders that are unable or unwilling to engage with effects at this level, and this type of work, will miss identifying core opportunities and risks associated with digital transformation in organisations. We also reflect on the value of current theories and methods used to research this important and emergent phenomenon.

AB - Workplace technologies are more central to working in organisations than ever before. These technologies began as instrumental aids to support office work of individuals but have since also become the basis for social interactions and community building in organisations and more recently become able to perform managerial roles with the use of advanced AI capabilities. Our call for papers to this special issue invited original studies to go further and advance our thinking on the strategic implications of this layered evolution of workplace technologies on work and the structure of organisations. In this introduction, we synthesise the main themes from the special issue, and also ongoing dialogues with the growing community at the regular AIS / IFIP 9.1 workshop on the Changing Nature of Work. A key observation is that the work involved in configuring emergent Digital/Human configurations, is vastly under-reported and poorly understood. Paradoxically, this configuring work is the most demanding and critical in the shaping of modern organisations. We suggest that this type of largely invisible work requires engagement beyond the level of execution or even the meaning of work, it requires intervening with third order effects that get to the core of what an organisation is. We highlight the challenges for organisations in dealing with third order change, particularly because these effects are beyond existing frames of reference and require more dynamic and supple responses based on the values, purpose and intent dominant in the organisation – we describe this as structural digital work. Leaders that are unable or unwilling to engage with effects at this level, and this type of work, will miss identifying core opportunities and risks associated with digital transformation in organisations. We also reflect on the value of current theories and methods used to research this important and emergent phenomenon.

KW - Digital work

KW - Organisational transformation

KW - Digital/Human configurations

KW - Digital transformation

KW - Changing nature of work

KW - New ways of working

U2 - 10.1016/j.jsis.2020.101618

DO - 10.1016/j.jsis.2020.101618

M3 - Journal article

VL - 29

JO - Journal of Strategic Information Systems

JF - Journal of Strategic Information Systems

SN - 0963-8687

IS - 2

M1 - 101618

ER -