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

Preparing for Accelerated Third Order Impacts of Digital Technology in Post Pandemic Service Industry: Steep Transformation and Metamorphosis

“…This view is process-oriented in that it presents organizational development as moving from the first-, through the second-, and into the third-orders of changes, whenever organizations modify and develop themselves in response to environmental pressures and/or strategic needs. Links between this processual view of organizational development and digital technology implementations, however, have rarely been drawn, except in a few studies on work transformation with digital technology (Baptista et al 2020 ) and digital system implementations (Riasanow et al 2018 ).…”

“…In this stream, organizational development can be described as first-, second-, and third-order changes occurring in sequence using the concept of schemata developed in cognitive sciences (Bartunek and Moch 1987 ; Bartunek and Michael 1994 ) rather than two competing approaches of radical changes and incremental improvements. This theory can be found across various research disciplines, such as in the configuration of work (Baptista et al 2020 ), family therapy (McDowell et al 2019 ), classroom computing adoption (Makki et al 2018 ), and digital transformation (Riasanow et al 2018 ), among others. Representative research and theories regarding this three-orders of effects in different domains are selectively screened, summarized, and contrasted in Table 1.2 .…”

“…Here, reflecting upon the cases analyses results applying the theory of three-order effects (Bartunek and Moch 1987 ; Baptista et al 2020 ) to the service industry, the three-order of effects with digital technology adoption in services are presented as: convergent services (first-order), re-engineered services (second-order) and dynamic services (third-order). Details are presented in the text below along with the Fig.…”

Exploring the use of IoT Data for Heightened Situational Awareness in Centralised Monitoring Control Rooms

“…However, the challenge is when organisations shift their decision making process to rely on data from IoT sensors to make critical decisions. As discussed above, we need to better understand the deeper effects of this on the decision making process and on the structure of organisations, which go beyond first and second level order effects (Baptista et al 2020), and the situational awareness literature provides us with a conceptual basis to do this. We address these questions by carrying a qualitative in-depth research study of an early-warning monitoring centre in Brazil.…”

“…This notion can also be extended to disaster risk management since IoT sensors contribute to the monitoring of vulnerable locations, which in turn has the potential to support better decisions (Shah et al 2019). However, these advanced technologies create new decision making dynamics with the potential to have deep transformative effects in the organisation itself (Fitzgerald et al 2014;Baptista et al 2020). For example, new skills and internal capabilities are needed to feed appropriate data into the machine learning algorithms, to interpret relevant results, and eventually to use the results as an input to new action and decisions (von Krogh 2018).…”