دانلود رایگان مقاله لاتین به چالش کشیدن کار دیجیتال در سازمان از سایت الزویر
عنوان فارسی مقاله:
کار دیجیتال در یک سازمان دیجیتالی به چالش کشیده
عنوان انگلیسی مقاله:
Digital work in a digitally challenged organization
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مقدمه انگلیسی مقاله:
1. Introduction
In the past decade, we have seen the ascendance of digital organizations, transforming their infrastructure and processes by leveraging digital technologies in order to deliver high-quality digital services to employees and customers alike [7,56,66]. These newly digital organizations empower employees who are already digitally literate, engaging with digital technologies on a regular basis in their working lives [66]. However, not all digitally literate employees work in a digitally liberated environment. Instead, they may experience significant barriers that hinder their digital engagement. One key barrier, which is largely invisible to those unaffected by it, is the information technology (IT) governance structure that constitutes the organization’s formal position toward technology. While some organizations have devised IT governance structures that appear to welcome digital technologies with open arms [7], others are more reticent [28] or even reactionary. As Arvidsson et al. [3] suggest, if organizations are mired in, yet blind to the existence of, a quag of outdated patterns of work and control, they are unlikely to realize how they can take advantage of available opportunities within the sociotechnical system. In these kinds of organizations, characterized by controlbased information system (IS) legacy structures and inflexible cognitive schemes, there is heightened potential for tensions with the irreconcilable demands of a digitally literate workforce [10,66]. Prior research into the implementation of IT has largely focused on voluntary adoption by individuals in organizations [58], including the extent to which the technology supports specific work tasks [34,40]. This operational application of IT is mirrored by a focus on an IT strategy that is functionally aligned with but ‘essentially subordinate to business strategy’ [7]; cf. [36]. Consistent with Arvidsson et al. [3] and Zuboff [66], the context of many previous studies has involved organizations wedded to work routines that barely acknowledge the transformative potential of digital technologies. However, little research has been conducted into the tensions created when organizational IT policy proscribes digitally literate employees from adopting the social technologies that they need to work. In principle, these tensions can be resolved if organizations are prepared to dump their strategic blindness [3] and change their IT governance structures. In the absence of such change, digitally literate employees are likely to develop their own solutions, working around policies [2,27] by adaptively structuring whatever resources are available DeSanctis and Poole, 1995 in an environment rich in both social and technical opportunities [9,39], in the spirit of bricolage [46]. Prompted by the absence of literature in the interplay between digitally literate employees and conservative IT governance structures, our research question is: How do digitally literate employees cope with the tensions that arise when they work in an organization characterized by a conservative IT governance structure? One such digitally challenged organization is Dingle, a European hotel management company. Although Dingle’s brand is positively recognized by travellers globally, it is a conservative organization in terms of the deployment of technology. For instance, email is the organizationally sanctioned tool for both internal and external communication. Access to social media applications is not permitted. All Internet traffic is routed via a proxy server that functions as a filter, blocking access to selected websites deemed inappropriate by the architects of the IT policy. Further, the Internet bandwidth provided to the hotel back offices, where employees’ work is very limited, seldom exceeds 2 mbps. The conservativism is thus consistent with the strategic blindness to which Arvidsson et al. [3] refer. There is an abundance of theoretical perspectives on how organizations can successfully ‘go digital’ (e.g., [50,56]). However, there is a lacuna of theory when it comes to explaining how employees cope with the tensions that result when organizations refuse to ‘go digital’. Interpreting Zuboff [66], Burton-Jones [10] suggests that digitally literate employees may become more knowledgeable than their managers about the role of technology in organizational processes. This shift in knowledge also has the potential to shift power away from managers. Consequently, managers may feel vulnerable or threatened by this new technology and take steps to reinforce their authority by restricting digitally literate employees from accessing the technology’s informating potential. However, even if employees are successfully barred from accessing the technology through legitimate, internal channels, they may simply work around corporate barriers and use illegitimate, external channels to ensure access to the technology [2,43]. New, bold theoretical perspectives are needed to enhance our understanding of these phenomena (cf. [35]). Several existing theories, notably sociotechnical theory (STT) and adaptive structuration theory (AST), are relevant to this endeavour, given that digitally literate employees must reconcile social and technical constraints and affordances in order to engage in an adaptive structuration of the system as they meet both social and workplace demands. In this study, we address both the theoretical gaps in the literature and the practical solutions that employees devise as they work around corporate obstructions to digital work. Following this introduction, we succinctly review digital work, digital literacy and digital organizations, as well as the literature on organizational culture. Next, we develop a theoretical perspective to explain how digitally literate employees may encounter and cope with tensions present in the social (organizational) environment. Following a presentation of our research methods, we present a detailed case description, informed by the prior theoretical work, in which we highlight specific instances of tensions that we observed between the various digital actors. Following the case, we discuss the implications of our findings for research and practice and identify future research directions before concluding.
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کلمات کلیدی:
No More Digitally Challenged Liberal-Arts Majors - The Chronicle of ... www.chronicle.com/article/No-More-Digitally-Challenged/143079 Nov 18, 2013 - ... can convey the mission of our organization in a variety of forms." ... "We want liberal-arts graduates who are not digitally challenged," one ... Aligning the Organization for Its Digital Future sloanreview.mit.edu/projects/aligning-for-digital-future/ Jul 26, 2016 - Digitally maturing organizations invest in their own talent: More than 75% of ... and the challenges of a constantly changing digital landscape. Digital Marketing: Integrating Strategy and Tactics with Values, A ... https://books.google.com/books?isbn=1317999754 Ira Kaufman, Chris Horton - 2014 - BUSINESS & ECONOMICS CHAPTER 2: A DIGITALLY CHALLENGED ENTERPRISE ... cultural environment demands change in the business enterprise and non-profit organization. Strategy, not Technology, Drives Digital Transformation sloanreview.mit.edu/projects/strategy-drives-digital-transformation/ by GC Kane - Cited by 36 - Related articles Jul 14, 2015 - Less digitally mature organizations tend to focus on individual ... To understand the challenges and opportunities associated with the use of ...
