Optimising the future of technology in organisations: A human factors perspective

Abstract

New technologies are critical for sustained economic growth in contemporary organisations. However, the success of new technologies is dependent upon the relationship with users. Using a human factors framework, this article examines contemporary approaches to the assessment of human–technology interactions, highlighting the lack of integration and the need for a comprehensive approach that considers user contributions, including skills, capabilities and dispositions; technological contributions, including dependencies, reliability, complexity, and accuracy; and organisational contributions through training assessment, organisational climate and culture, and leadership. The successful integration of new technologies in the workplace is likely to lead to a more productive and enjoyable interaction for employees and customers, together with systems that are more resilient to the complexities and threats that are likely to emerge in the future work environment. JEL Classification: J28, L15, D23, D24

Adoption of artificial intelligence in auditing: An exploratory study

“…Automating low-level tasks while leaving complex judgement to senior staff would result in loss of learning opportunities for junior staff and may lead to deskilling. This aligns with Wiggins et al’s (2020) view that while new technologies can alleviate cognitive overload particularly in new employees, there is also a risk they are no longer needed.…”

“…Organisational readiness refers to the availability of financial and human resources, and the infrastructure in the organisation to adopt new IT innovations (Wiggins et al, 2020). It includes a firm’s IT infrastructure, the commitment of financial resources to new IT innovations and employees with the requisite knowledge and skills, as antecedents for new technology adoption (Zhu and Kraemer, 2005).…”

“…Other potential benefits include reduction in human errors and bias, facilitation of continuous auditing capacity, ability to track patterns of data and the potential to lower audit costs (Brennan et al, 2017). However, some caution the importance of understanding human capabilities, judgements and skills, and at what point advanced technologies such as AI can reduce cognitive overload (Wiggins et al, 2020).…”

Virtual reality technology for workplace training: The case for developing cultural intelligence

“…For the learning and insights subtheme, VR would offer a complementary venue for employees to learn beyond the training classroom. As the introduction of new technologies in the workplace requires revised models of trainings for optimal human-machine interaction (Wiggins et al, 2020), integrating VR would complements and augments a human trainer’s capacity to impart knowledge about a concept when implemented in tandem with other training materials.…”

Digital transformation enablers in high-tech and low-tech companies: A comparative analysis

“…According to Morakanyane et al (2020), only 20% of companies succeeded in realizing full value from DT. These mixed results are conditioned by DT’s complex nature, dependent on the interplay of various socio-technical factors that are not fully within managers’ control (Nadkarni and Prügl, 2021; Wiggins et al, 2020). That is why there is an increasing emphasis on research investigating barriers, enablers, antecedents, drivers, success factors, and other ingredients of DT grouped into various sets and classifications (Ghobakhloo and Iranmanesh, 2021; Gölzer and Fritzsche, 2017; Kohnke, 2017; Moreira et al, 2018; Schallmo et al, 2017; Stentoft et al, 2021; Trenerry et al, 2021; Wolf et al, 2018; see Appendix 1 for a complete view).…”