TECHNOLOGY IN ORGANISATION

Technologies, and digital technologies in particular, are now generally considered one of the driving forces of change and indeed the dominant ordering principle in every organisation - from start-ups to large corporations and public administrations.
This book invites the reader to reflect on the concept of the organisation by proposing multifaceted theories and methodological choices on the role of technological evolution in organisation change.
Using a historical interpretation lens, the book enables greater understanding of technological change in social institutions from the intrinsically interdisciplinary perspective of organisational theory.
With the description of case studies and concrete experience, it sheds light on the fact that digital technologies are potential resources for organisation design and, at the same time, are conditioned by the behaviours, perceptions and knowledge of the individuals who adopt them.
On the basis of a socio-technical approach, this book contributes to identifying a correct approach to the problems of managing digital technologies by avoiding the traps of rhetorical innovation and uncritical acceptance of what mainstream managerial discourse takes for granted.
The hope is that the debate presented in this book will long continue.

Forward

Preface - “Love” between organisation and technology “in Digital Times”

Introduction

Book Management Summary

References

Chapter 1 Organisational theories and technology

Abstract

1.1 Introduction

1.2 The concept of technology in organisation

1.3 Technology in organisation: a short history

1.3.1 The sixteenth century and the artisan workshop

1.3.2 Technology and labour division

1.3.3 Technology and the second industrial revolution

1.3.4 Technology in modern organisations

1.4 Two approaches on technology in organisation

1.5 The objectivist approach

1.5.1 Levels of automation and mechanisation

1.5.2 Mechanisation and computerisation

1.5.3 Technology and people

1.5.4 Technology and organisational design

Box 1.1 The case of the Calumet & Hecla Mining Company

1.5.5 Technology, organisational and job design

1.5.6 Technology and organisational interdependences

1.6 The phenomenological perspective

1.6.1 The structuration theory

1.6.2 The phenomenological perspective

Box 1.2 Digital Technology and Communication Processes

1.7 Recent findings in socio-technical systems

References

Chapter 2 Digital transformation. Understanding digital technology trends and adoption

Abstract

2.1 Towards a definition of Digital Transformation

2.2 The effects of digital technology on work and organisations

2.2.1 The global context

2.2.2 The evolution of the industrial sectors

2.2.3 The future of work

2.2.4 IT types and evolution

2.3 Technology hypes and their role in the innovation of organisations

2.3.1 The evolution of technology in the academic research

2.3.2 The Gartner hype cycle

2.3.3 The story of Hype

2.3.4 The nature of Hype

2.4 Digital transformation as a process

2.4.1 IT adoption in organisations

2.4.2 Fashion in IT adoption and the herding behaviour of organisations

2.4.3 Mindfulness in IT adoption

2.4.4 IT maturity models

2.4.5 The role of vendors

References

Chapter 3 e-HRM: theoretical frameworks and applications

Abstract

3.1 Introduction

3.2 e-HRM: an overview

3.2.1 The evolution process: from HRM to v-HRM

3.2.2 e-HRM: the impact of digital technology on the HRM department

3.2.3 Research perspectives on e-HRM

3.3 Theoretical Frameworks: a brief overview

3.3.1 The linear approach for e-HRM also called the objectivist approach

3.3.2 The dynamic approach for e-HRM as part of the phenomenological approach

3.3.2.1 e-HRM as seen through social constructivism

3.3.2.2 e-HRM seen through the actor-network theory

3.4 E-HRM implementations at a glance

Box 3.1 e-HRM in the banking system: Focus on e-learning and e-training processes

3.5 Concluding remarks

References

Chapter 4 Knowledge workers and smart working

Abstract

4.1 Introduction

4.2 Tasks and jobs in the digital era

4.2.1 Worker tasks

4.2.2 New jobs in the digital era

4.3 Knowledge workers

4.3.1 A definition

4.3.2 Knowledge worker roles and competences

4.3.3 Knowledge work systems

4.4 Smart working

4.4.1 Smart working: a definition

4.4.2 Remote, flexible, agile, and smart working

Box 4.1 Smart work in Italy during the pandemic

4.5. Smart working and STS

References

Chapter 5 Conclusions

Acknowledgments