Workers united: Digitally enhancing social connectedness on the shop floor |
| |
| Institution: | 1. Victoria University of Wellington, Wellington School of Business and Government, 55 Lambton Quay, Wellington 6011, New Zealand;2. Universität Rostock, Institute for Business Administration, Ulmenstrasse 69, 18051 Rostock, Germany;3. University of Zurich, Institute ofInformatics, Binzmühlestrasse 14, CH-8050 Zürich, Switzerland;4. University of Queensland, School of Management, 2 George Street, 4001 Brisbane, Australia;1. GRIAGES, Catholic University of Central Africa, BP 11628 Yaoundé, Cameroon;2. Toulouse Business School, Dep. of Information, Operations and Management Sciences, 1 Place Alphonse Jourdain, 31068 Toulouse, France;1. BETA, Université de Strasbourg, France;2. Toulouse School of Economics, France;3. IRIT, Université Paul Sabatier, France;4. University of Cambridge, England;1. Montclair State University, Department of Information Management and Business Analytics, Feliciano School of Business 1 University Ave., Montclair, NJ, 07043, United States;2. Baruch College, Department of Computer Information Systems and Statistics, Zicklin School of Business, 1 Bernard Baruch Way New York, NY, 10010, United States;1. Faculty of Business & Law, University of Northampton, Waterside Campus, NN1 5PH, United Kingdom;2. Module Conveyor: Managing Processes and Systems (MBA Programmes), Henley Business School, University of Reading, UK;3. MRes Informatics, Henley Business School, University of Reading, UK;1. Dept. E-Commerce, School of E-Commerce & Logistics Management, Henan University of Economics and Law, 180 Jinshui East Road, Zhengzhou City, 450046, PR China;2. Dept. Analytics & Operations, BIZ, NUS, Office: BIZ1 8-75, 15 Kent Ridge Drive, 119245, Singapore;1. School of Business and Economics, Loughborough University, United Kingdom;2. The University of the West Indies, Department of Economics, Trinidad and Tobago;3. Aston Business School, Aston University, United Kingdom;4. Kent Business School, University of Kent, United Kingdom |
| |
| Abstract: | Organizations increasingly implement processes-oriented setups like value stream production. Whereas this transition may bring many advantages on an organizational level, related studies show that shop floor workers feel less able to maintain close contact with others and exchange awareness cues. Their diminished social connectedness has consequences on the personal (e.g., reduced satisfaction) and organizational (reduced efficiency) level. The current wave of digitization brings ample opportunities for companies to bring their employees closer together again. In order to identify such opportunities, we have studied the shop floor production practices of an automotive OEM (original equipment manufacturer) for nearly two years. Following a scenario-based action design science approach, we have developed problem and activity scenarios as well as a prototype that helps the workers to improve their social connectedness in three different scenarios. Eight weeks of use demonstrated the prototype’s positive impact on the employees’ social connectedness by allowing for social appraisal and by improving their sense of sharing and involvement. Our results show which information technology (IT) design elements can contribute to social connectedness on the shop floor. |
| |
| Keywords: | Social network Manufacturing processes Information sharing Information technology Shop floor |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
