Mechanismen, Erfolgsfaktoren und Hemmnisse der Digitalisierung im Handwerk

Proeger, Till; Thonipara, Anita; Bizer, Kilian

doi:10.3249/2364-3897-gbh-35

Cited by 4 publications

(3 citation statements)

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“…Time is saved and economic efficiency increases as a result. The changes at work organisation level create new opportunities for design leeway [ 28 , 29 , 30 , 31 ], but due to a lack of knowledge about the digital transformation process and resources in the craft enterprise, these have not yet been exhausted [ 23 , 24 , 27 , 28 ]. This is also reflected in the interview results, in the form of a desire for more support in the implementation of digitalisation, as well as application training.…”

Section: Discussionmentioning

confidence: 99%

“…Digitalisation is not a trivial process for craft enterprises [ 23 ], as there is often a lack of time, financial resources, as well as human resources to systematically implement the digital transformation [ 22 , 24 , 25 , 26 , 27 ], and numerous differences between individual craft enterprises call for individual digital solutions [ 26 , 28 ]. However, the digitalisation offers new opportunities for personnel policy and economic management in craft enterprises themselves—for example, communication with customers and suppliers can take place in real time or warehousing can be reduced [ 28 , 29 , 30 , 31 ]. So far, however, digital technologies have been used in craft enterprises almost exclusively in the context of information and communication technology and rarely to improve work processes, because the potential is overlooked and knowledge for systematic introduction and reorganisation strategies is missing.…”

Section: Introductionmentioning

confidence: 99%

“…So far, however, digital technologies have been used in craft enterprises almost exclusively in the context of information and communication technology and rarely to improve work processes, because the potential is overlooked and knowledge for systematic introduction and reorganisation strategies is missing. Further problems in the implementation are the high costs of acquisition, the operational effort and the qualification of employees [ 24 , 28 , 31 ]. However, craft enterprises have already recognised the importance of digitalisation for the economy and competition, yet the implementation of digitalisation is highly dependent on the individual enterprises’ size and framework conditions [ 24 , 27 ].…”

Section: Introductionmentioning

confidence: 99%

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Digitalisation in Craft Enterprises: Perceived Technostress, Readiness for Prevention and Countermeasures—A Qualitative Study

Scheepers

Angerer

Dragano

2022

IJERPH

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Introduction: Digital technologies are increasingly used in the craft sector. Innovative technologies have several benefits for businesses but working with them can also induce negative feelings and stress. Data are lacking on perceived stress as well as the resulting strain and effects on health. However, information is needed about the principles of healthy working conditions in the context of digitalisation in the craft sector. To identify targeted starting points for preventive interventions to reduce technostress, we studied the perception of managers and employees of craft enterprises about digitalisation. Method: 26 guideline-based interviews were conducted with managers and employees in the craft sector to assess their understanding of digitalisation and the perceived effects on their health. The data analysis was based on a structured qualitative content analysis. Results: In the administrative area, digitalisation is perceived as simplifying work, as information, for example, becomes more easily accessible. The actual craft work, however, is perceived as more psychologically stressful, e.g., due to technologically more complex heating systems. Likewise, an increased stress experience is described in connection with constant accessibility and workplace surveillance. To reduce the stress experience, clear prevention wishes such as digital breaks or more participation in decisions about digital technologies are stated. Conclusion: Managers and employees in craft enterprises experience increasing psychological strain due to technostress. However, there is a willingness to take preventive interventions and a desire for more support in creating healthy working conditions in the context of digitalisation.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Digitalisation in Craft Enterprises: Perceived Technostress, Readiness for Prevention and Countermeasures—A Qualitative Study

Scheepers

Angerer

Dragano

2022

IJERPH

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Digital Transformation in the Craft Sector: Identifying Digital Competencies and Attitudes for Managers and Employees

Kocak,

Pawlowski

2023

Proceedings of the 2023 Computers and People Research Conference on ZZZ

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Mitarbeitende im Fokus – ein angepasstes Reifegradmodell zur Messung der digitalen Transformation im Handwerk

Bosbach,

Helms,

Lattemann

et al. 2024

HMD

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ZusammenfassungIn Zeiten des Fachkräftemangels und der Nachfolgeproblematik im Handwerk stellt das Wohlbefinden (well-being) von Mitarbeitenden einen Schlüsselfaktor für die Attraktivität des Arbeitgebers und den nachhaltigen Geschäftserfolg dar. Aktuelle Forschung zeigt, dass die digitale Transformation (DT) je nach Lebensphasen und -umständen unterschiedlich auf Mitarbeitende wirkt. Entsprechend benötigen Betriebe Kenntnisse darüber, wie die DT Mitarbeitende beeinflusst, um hierauf angemessen reagieren zu können. Reifegradmodelle, die Unternehmen bei der DT unterstützen, bieten die Möglichkeit, die aktuelle Situation und Potenziale objektiv zu bewerten und dadurch Bereiche wie das Wohlbefinden der Mitarbeitenden und die Offenheit für Veränderungen leichter zu identifizieren und gezielt zu verbessern. Allerdings werden diese mitarbeiterorientierten Aspekte in bestehenden Reifegradmodellen unzureichend berücksichtigt, da sie bisher zumeist auf betriebsspezifische Aspekte wie Offenheit für, Verstehen von und Wissen zu Veränderungen sowie Fähigkeiten zur Bewältigung von neuen Aufgaben abzielen.Dieser Beitrag stellt neue Reifegrad-Dimensionen vor, die das Potenzial des Mitarbeitenden-Wohlbefindens mit einbeziehen. Zur Identifikation und Beschreibung der Dimensionen wurden bestehende Reifegradmodelle aus dem Handwerk und Literatur zum Thema DT und well-being analysiert. Das daraus entstandene partielle Reifegradmodell wird durch eine Expertengruppe aus dem Bereich Handwerk evaluiert. Die Ergebnisse der Evaluation werden kritisch diskutiert.

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Mechanismen, Erfolgsfaktoren und Hemmnisse der Digitalisierung im Handwerk

Cited by 4 publications

References 0 publications

Digitalisation in Craft Enterprises: Perceived Technostress, Readiness for Prevention and Countermeasures—A Qualitative Study

Digitalisation in Craft Enterprises: Perceived Technostress, Readiness for Prevention and Countermeasures—A Qualitative Study

Digital Transformation in the Craft Sector: Identifying Digital Competencies and Attitudes for Managers and Employees

Mitarbeitende im Fokus – ein angepasstes Reifegradmodell zur Messung der digitalen Transformation im Handwerk

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