Making sense of continuous development of digital infrastructures

Osmundsen, Karen; Bygstad, Bendik

doi:10.1177/02683962211046621

Cited by 18 publications

(22 citation statements)

References 59 publications

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“…The digitalization strategies are not implemented independently in the energy sector [136]. According to the authors of this article, the decisive role here is played by strategic leaders.…”

Section: Discussionmentioning

confidence: 99%

“…This causes their blockage, exclusion, and an even greater problem with understanding the message at a later time [135]. Due to the lack of understanding of the content conveyed, natural human fears related to rapid technological development, e.g., related to the fear of the domination of artificial intelligence, loss of control, or permanent surveillance, begin to emerge [136]. In addition, communication problems may be aggravated, in the case of such implementation, by organizational problems or conflicts closely related to each change, which certainly does not make things easier [137].…”

Section: Digital Strategies Communicationmentioning

confidence: 99%

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Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

et al. 2021

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Digital transformation is a concept based on the use of digitalization and digitization. Digitalization leads to change of business models and provides a competitive advantage also in the energy sector. The process of change towards a digital business requires a specific strategy type, aimed to solve problems with uncertainty caused by Industry 4.0 implementation. This paper aims to propose a theoretical model combining different digitalization strategies and business models. Their theoretical foundations were discussed in the literature review part and related empirical research questions were attempted to be answered by the reference method analysis. The quantitative method of analysis was based on the secondary data from Eurostat for all EU member states and backed the theoretical part in terms of ICT variables. The novelty of this research is based on Hellwig’s reference method used in management sciences and the presented managerial implications. The discussed challenges of the energy sector are related to the digital strategy implementation, relationships between digital transformation and business models, and solutions for such issues as strategy communication and new roles for managers, who should become digital leaders in the energy sector organizations. The main consequence of the proposed model in this study, for the energy sector companies’ managers, is that uncertainty in modern energy sector organizations is more related to employees and their technical skills than implemented ICT itself.

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Section: Discussionmentioning

confidence: 99%

Section: Digital Strategies Communicationmentioning

confidence: 99%

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

et al. 2021

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“…In addition, from a managerial standpoint, it will be important to help various organizational actors envisage how their actions interrelate and contribute to the overall narrative or collective outcome. Osmundsen and Bygstad [ 73 ] highlight the importance of sense making (process by which organizational actors engage in retrospective and prospective thinking to interpret reality [ 74 ]) and sense giving (process whereby organizational actors attempt to influence the meaning construction of other organizational actors [ 75 ]) to support a collective understanding of ongoing infrastructural changes. To guide the growth and expansion of remote consultations, it will be important to understand and foster communicative dynamics that promote “collective minding” [ 76 ] across various aspects of the supporting infrastructure.…”

Section: Discussionmentioning

confidence: 99%

The Role of Information Infrastructures in Scaling up Video Consultations During COVID-19: Mixed Methods Case Study Into Opportunity, Disruption, and Exposure

Wherton¹,

Greenhalgh²,

Hughes³

et al. 2022

J Med Internet Res

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Background Until COVID-19, implementation and uptake of video consultations in health care was slow. However, the pandemic created a “burning platform” for scaling up such services. As health care organizations look to expand and maintain the use of video in the “new normal,” it is important to understand infrastructural influences and changes that emerged during the pandemic and that may influence sustainability going forward. Objective This study aims to draw lessons from 4 National Health Service (NHS) organizations on how information infrastructures shaped, and were shaped by, the rapid scale-up of video consultations during COVID-19. Methods A mixed methods case study of 4 NHS trusts in England was conducted before and during the pandemic. Data comprised 90 interviews with 49 participants (eg, clinicians, managers, administrators, and IT support), ethnographic field notes, and video consultation activity data. We sought examples of infrastructural features and challenges related to the rapid scale-up of video. Analysis was guided by Gkeredakis et al’s 3 perspectives on crisis and digital change: as opportunity (for accelerated innovation and removal of barriers to experimentation), disruption (to organizational practices, generating new dependencies and risks), and exposure (of vulnerabilities in both people and infrastructure). Results Before COVID-19, there was a strong policy push for video consultations as a way of delivering health care efficiently. However, the spread of video was slow, and adopting clinicians described their use as ad hoc rather than business as usual. When the pandemic hit, video was rapidly scaled up. The most rapid increase in use was during the first month of the pandemic (March-April 2020), from an average of 8 video consultations per week to 171 per week at each site. Uptake continued to increase during the pandemic, averaging approximately 800 video consultations per week by March 2021. From an opportunity perspective, participants talked about changes to institutional elements of infrastructure, which had historically restricted the introduction and use of video. This was supported by an “organizing vision” for video, bringing legitimacy and support. Perspectives on disruption centered on changes to social, technical, and material work environments and the emergence of new patterns of action. Retaining positive elements of such change required a judicious balance between managerial (top-down) and emergent (bottom-up) approaches. Perspectives on exposure foregrounded social and technical impediments to video consulting. This highlighted the need to attend to the materiality and dependability of the installed base, as well as the social and cultural context of use. Conclusions For sustained adoption at scale, health care organizations need to enable incremental systemic change and flexibility through agile governance and knowledge transfer pathways, support process multiplicity within virtual clinic workflows, attend to the materiality and dependability of the IT infrastructure within and beyond organizational boundaries, and maintain an overall narrative within which the continued use of video can be framed.

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“…The digital learning platform and applications are of much prominence in the hybrid work context for training and development programs to take place smoothly, irrespective of constraints of space and schedules (Nielsen, Mathiassen, & Hansen, 2018). Hence particular attention must be paid to their proper maintenance and updating according to the changing needs and technological advancements (Osmundsen & Bygstad, 2022).…”

Section: Methodsmentioning

confidence: 99%

Training and development in the hybrid workplace

Suravi

2023

TLO

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Purpose This paper aims to discuss innovations in the training and development practices of companies and delineate a new approach to training and development in the context of the hybrid workplace using the ADDIE and Kirkpatrick training models. Design/methodology/approach This paper discusses innovations in training and development in modern times and builds on the instructional training design approach or the ADDIE Model and the Kirkpatrick Model of training evaluation. Findings The paper presents new approaches to training and development in the context of the hybrid work model applying the ADDIE Model and the Kirkpatrick Model. These new approaches are both necessitated and also made possible due to the technological advancements of modern times. Originality/value With the rapid transition of companies to the hybrid model of work in recent times, several human resource management practices need to be transformed to suit the requirements of the new work model. Training and development is one function that needs to change in the hybrid work model to ensure its effectiveness. This paper analyses innovations in the training and development practices of companies and discusses new approaches while applying existing training models, the ADDIE and Kirkpatrick Models, to adapt to the changes associated with the hybrid work model.

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Making sense of continuous development of digital infrastructures

Cited by 18 publications

References 59 publications

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

The Role of Information Infrastructures in Scaling up Video Consultations During COVID-19: Mixed Methods Case Study Into Opportunity, Disruption, and Exposure

Training and development in the hybrid workplace

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