Corporate Agility – Management im digitalen Zeitalter

Weinländer, Markus

doi:10.1007/978-3-658-35950-8_13

Cited by 1 publication

(1 citation statement)

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“…(1) Networking, that is, "(…) democratic-like decision processes where the network and not managers prepare decisions for the top management"; (2) subsidiarity, that is, "(…) decentralized competence [with] teams that somehow act autonomously with ability to decide within a given framework [and] working on a common objective"; and (3) meaning, that is, "(…) the dedication to a goal and unmeasurable entrepreneurial spirit [that] is able to free energy" (p. 202). Such general approaches can be found in agile forms of work and organization (Weinländer, 2022) or-more rarely-in experimental forms such as holacracy (Schell & Bischof, 2022). On a leadership level, for example, "VUCA prime" (Johansen, 2007) has been suggested as a framework to deal with the VUCA environment, that is, building (V) vision, (U) understanding, (C) clarity, and (A) agility.…”

Section: Transformation Of Organizations Leadership and Expectations ...mentioning

confidence: 99%

New Work—New Interventions: Digital Occupational Health Interventions and the Co-Creation of a Human-Centered Future of Work

Jenny¹,

Bauer

2023

Scandinavian Journal of Work and Organizational Psychology

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Humans are making use of digital technologies to profoundly transform their working tasks and systems. Psychologists who design interventions to improve health and well-being at the workplace can follow two approaches regarding this transformation: (a) they will make targeted use of the emerging digital technologies themselves and design what we label "digital occupational health interventions" (DOHI), and (b) they will try to influence the ongoing digital transformation in terms of healthy change and work design, thus co-creating the future of work. In this paper, we first aim to provide a narrative and visual synthesis of the techniques and topics behind DOHI, illustrated by examples and followed by a discussion of limitations and opportunities. Secondly, we aim to provide an impulse on how the ongoing transformation of work could be co-created by organizations, their members, and occupational health experts who can contribute their knowledge of human-centered design principles to the future of work.

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Section: Transformation Of Organizations Leadership and Expectations ...mentioning

confidence: 99%