Technology vs. workers: the case of Italy’s Industry 4.0 factories

Cirillo, Valeria; Rinaldini, Matteo; Staccioli, Jacopo; Virgillito, Maria Enrica

doi:10.1016/j.strueco.2020.09.007

Cited by 70 publications

(53 citation statements)

References 17 publications

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“…From sectors to firms, based on an anti-deterministic perspective on technology and stressing the role of the combination of technological and organizational changes as drivers of transformation in terms of humanmachine relationship, Cirillo et al (2020) hardly detect any sign of emergence of revolutionary change inside automotive factories adopting I4.0 technologies. In general, organizational changes accompanied with the adoption of I4.0 technologies find a pattern of continuity with the lean production paradigm, and the I4.0 strategy, fostering 'leanness' in the production system, hardly represents a paradigm shift.…”

Section: Beyond Rbtc Theorymentioning

confidence: 99%

“…More importantly, rather than towards automation, I4.0 seems to be oriented towards digitalization and interconnection. Indeed, what Cirillo et al (2020) emphasize is that more complex processes in terms of task-standardization rather than task-substitution are ongoing in the manufacturing sector. In favor of reducing anxiety versus automation, Krzywdzinski (2020) argues that the number of robots per worker is not a very telling figure of the degree of technological change in place in automotive factories, which are instead more directed towards the achievement of digitalization.…”

Section: Beyond Rbtc Theorymentioning

confidence: 99%

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The Present, Past, and Future of Labor-Saving Technologies

Staccioli¹,

Virgillito²

2021

Handbook of Labor, Human Resources and Population Economics

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Section: Beyond Rbtc Theorymentioning

confidence: 99%

Section: Beyond Rbtc Theorymentioning

confidence: 99%

The Present, Past, and Future of Labor-Saving Technologies

Staccioli¹,

Virgillito²

2021

Handbook of Labor, Human Resources and Population Economics

Self Cite

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“…Most often, the command takes the form of a result to be produced ('repair this hinge'), or a principle to be applied ('all purchases must be made through the purchasing department') or goal constraints ('manufacture as cheaply as possible consistent with quality')" (Simon 1991b, p. 31). These aspects of command are part of what in the following we call degrees of autonomy in the action setting performed by the agents (Cirillo et al 2021).…”

Section: Knowledge Power and Organizationsmentioning

confidence: 99%

Hierarchies, Knowledge, and Power Inside Organizations

2021

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This paper contributes to an old and still unresolved question in the theory of organizations, namely, what do bosses do? Whether and to what extent managerial functions are productive or not for the well functioning of an organization has to be understood with respect to the tension between knowledge and power. Here, we start addressing such a tension with reference to the very nature of organizations. Next, we discuss its historical unfolding in two archetypical organizational modes of production, Taylorism and Toyotism. Third, these two archetypical configurations are studied by means of a model of organizations populated by three sets of agents, workers, managers, and the principal, endowed by different attributes and functions. The fitness of alternative organizational setups is studied under diverse degrees of complexity of the landscape.

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“…Підтвердженням цього також можна вважати підвищення зацікавленості наукової спільноти вищевказаними проблемами. Аналіз сучасних зарубіжних публікацій також свідчить про відсутність комплексності дослідження впливу Четвертої промислової революції на людський капітал промислового підприємства, що передбачає приділення значної уваги таким складовим людського капіталу, як освіта (знання та навички), творчі здібності та мотивація Sima, Gheorghe, Subić et al, 2020;van Kruining, 2017;Cirillo, Rinaldini, Staccioli, et al, 2021) визначенням класиків теорії людського капіталу (Shultz, 1972;Becker, 2007) та вітчизняних учених (Антонюк, 2007; Дронін, 2008, с. 214), до людського капіталу належить такий елемент, як здоров'я.…”

Section: --------------------------економіка промисловостіunclassified

The influences of the "industry 4.0" development on the human capital of the industrial enterprise: foreign

Russiian¹,

researcher²

2021

Ekon. promisl.

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The factors and the consequences of the "Industry 4.0" development for the human capital of the industrial enterprise were arranged in this paper. Taking into consideration the limitations of the current approaches the attention was concentrate on such human capital elements, as: education (knowledge and skills), creative abilities, motivation, health, flexibility. The particularity of this investigation is connected with the correlations between the influences of the "Industry 4.0" development on all human capital elements of the industrial enterprise, potential impacts on the educational system, the employment in industry and the labour market. The main factors of the influences of the "Industry 4.0" development on the human capital of the industrial enterprise are such as: cyber physical systems implementation in manufacturing and its automation; work places computerization; implementation and development of advanced smart-technologies and informational systems; agile adaptability to the needs of customers; uprising the new risks for the health of the employees. Furthermore, the enterprise has to know all the answers for the market demand and the ecological situation. The main characteristics of the human capital in the age of "Industry 4.0" are increasing the importance of the creative workers and their motivation; taking into account the individual peculiarities; providing the mobility and flexibility of the employees, the content of job, working hours, places of work. The preservation of health is considered as the key to the working capacity. The human capital development should be made taking into account the influences on physical and mental health of the employees. Such hazards for the human capital of the industrial enterprise were summarized: confidential data losing, forthcoming the new risks for the health of the employees, workers’ creative abilities decreasing, "burnout", inappropriate motivation, etc. The consequences of the "Industry 4.0" development are creating "Education 4.0", remote work and outsourcing development, changing of the employment structure, the content of job, standards of health and safety at work. The prospects for overriding the risks and the consequences of changes should be identified taking into account the particularities of the country technological development, the demographic determinants, the indicators of the labour market, as well as the particular characteristics of the industrial enterprises. It was identified such main global trends against the risks of the "Industry 4.0", as: the flexible labour market development, increasing the efficiency of health and safety at work, STEM and STEAM employees training, commitment to improve the soft skills of workers, taking into consideration the particularities of the economic sectors, the level of the innovation development of the country and its human capital, investments in staff training, etc.

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Technology vs. workers: the case of Italy’s Industry 4.0 factories

Cited by 70 publications

References 17 publications

The Present, Past, and Future of Labor-Saving Technologies

The Present, Past, and Future of Labor-Saving Technologies

Hierarchies, Knowledge, and Power Inside Organizations

The influences of the "industry 4.0" development on the human capital of the industrial enterprise: foreign

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