The Impacts of Digital Technologies on Successful Aging in Non-Work and Work Domains: An Organizing Taxonomy

Sheng, Nan; Fang, Yanran; Shao, Yiduo; Alterman, Valeria; Wang, Mo

doi:10.1093/workar/waac008

Cited by 13 publications

(11 citation statements)

References 82 publications

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“…Wang & Takeuchi, 2007). Therefore, it is important to understand how people manage their work-to-retirement transition as a way to maintain career satisfaction, facilitate successful aging in both work and nonwork domains, and improve life quality after retirement (Henkens et al, 2018;Kooij et al, 2020;Sheng et al, 2022;M. Wang, 2007;M.…”

Section: Work-to-retirement Transition Stagementioning

confidence: 99%

Career management.

Wang,

Guan,

Fang

2023

Career Psychology: Models, Concepts, and Counseling for Meaningful Employment.

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D efined as "the combination and sequence of roles played by a person during the course of a lifetime" (Super, 1980, p. 282), career is generally viewed as the evolution of work experience over the life course, which inherently involves one's role transitions at different stages of life (Greenhaus, 1987;Hartung, 2013;Nagy et al., 2019). Thus, career management is "an umbrella term that encompasses various individual activities that shape people's career transitions and experience" (M. Wang & Wanberg, 2017, p. 546). In this chapter, we integrate the lifespan perspective (Super, 1953(Super, , 1980(Super, , 1990) and a dual-process (i.e., assimilative and accommodative) model (Brandtstädter & Renner, 1990;Brandtstädter & Rothermund, 2002) to introduce a theoretical framework that explains how individuals exert agency and adjust to constraints or changes in managing their careers.Although traditional career management research mainly focuses on behavioral strategies that benefit early-career or middle-career progression (e.g., Greenhaus, 1987;Gould, 1979;Gould & Penley, 1984), some emerging characteristics of the contemporary workforce emphasize the importance of understanding career management from a lifespan perspective. Specifically, the rising number of older workers and the increased age diversity in the workplace warrant a deeper understanding of career management strategies that are specific to the needs of different age groups (Shultz & Adams, 2007;M. Wang & Fang, 2020;Zacher et al., 2016). Another noteworthy change is the increasing years of schooling. For example, in the United States, the average total years of schooling for the adult population was 12.70 years in 2000, and this number

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Section: Work-to-retirement Transition Stagementioning

confidence: 99%

Career management.

Wang,

Guan,

Fang

2023

Career Psychology: Models, Concepts, and Counseling for Meaningful Employment.

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“…Several studies suggest that the digitalization of workplaces may help older workers better manage their health. Digital solutions may ease the physical demands of work tasks, for example, by rendering the carrying of paper files and folders obsolete or by using sensors to detect and reduce workplace hazards ( Sheng et al., 2022 ). Digital solutions can prevent health problems among older workers, and they can make previously difficult tasks feasible for older workers with health problems ( Hudomiet & Willis, 2021 ).…”

Section: Life Events the Origins Of Life-course Effects And Turning P...mentioning

confidence: 99%

“…Yet, longer working lives are challenging to implement—and the situation becomes even more challenging in times of digitalizing workplaces. Digitalization denotes the increasing use of “electronic tools, automatic systems, technological devices, and resources that generate, process, or store information in the form of binary code” ( Sheng et al., 2022 , p. 198). In workplaces, it leads, for example, to an increasing use of computers that change which and how work tasks are carried out.…”

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confidence: 99%

A Life-Course Perspective on Older Workers in Workplaces Undergoing Transformative Digitalization

Komp-Leukkunen

2022

The Gerontologist

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Workplaces are digitalizing, which leaves many older individuals with the choice between upskilling and early retirement. How they approach this choice influences their financial well-being, the size of the workforce, and the financial sustainability of pension schemes. The present article explores how the life-course perspective can be used to explore the situation of older workers in workplaces undergoing transformative digitalization. The life-course perspective suggests that the transformative digitalization of workplaces does not change what life events older workers encounter. However, it modifies how the events affect older workers and their capabilities for striking a work-life balance. Additionally, digitalization changes life-course structures. It can lead to earlier or later retirement, which changes the length of the life phases of middle age and old age—and possibly creates new social inequalities in life courses. The effects of transformative digitalization on older workers vary across cohorts and countries, which is typical for the principle of anchoring life courses in time and place. Future research can use the present article as a guideline for which concepts may be useful in studies on older workers in digitalizing workplaces.

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“…To date, we know too little about how employees' age is shaping technology use at work (Alcover et al, 2021;Drazic & Schermuly, 2021;Sheng et al, 2022). Some scholars have investigated age as a moderator to technology acceptance (Morris & Venkatesh, 2000;Venkatesh et al, 2003Venkatesh et al, , 2012.…”

Section: Getting Ready For the Future Is It Worth It? A Dual Pathway ...mentioning

confidence: 99%

Getting Ready for the Future, Is It Worth It? A Dual Pathway Model of Age and Technology Acceptance at Work

Fasbender

Gerpott

Rinker

2022

Work, Aging and Retirement

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Rapid technological advancements and global workforce aging shape the future of work. Drawing on the technology acceptance model, our study aims to connect the literature on aging with the research on technology use in organizations. At its heart, the technology acceptance model suggests that the two core components, perceived usefulness and perceived ease of use, predict the attitude toward a new technology. We connect these components with two age-related processes: first, we suggest a motivational pathway via future time perspective, including one’s perceived future opportunities and remaining time at work. Second, we propose a capability pathway via cognitive constraints, including one’s perceived struggle to process new information (i.e., perceived processing speed difficulties) and the perceived struggle to organize one’s work (i.e., perceived organization difficulties). Moreover, we explore digital leadership as a potential buffer to the detrimental relations between age and technology acceptance. We preregistered our hypotheses and tested them using three-wave data from 643 employees. Our findings support our hypotheses for the motivational pathway, showing that age is negatively linked to attitude toward new technology via future time perspective and subsequent perceived usefulness as well as perceived ease of use. Digital leadership buffered the negative indirect relations between age and attitude toward new technology. For the capability pathway, the results were the opposite of what we expected. Together, our findings put the link between age and technology acceptance into a more positive light than previous research and suggest that motivational and capability-related forces are interwoven in predicting attitude toward new technology.

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The Impacts of Digital Technologies on Successful Aging in Non-Work and Work Domains: An Organizing Taxonomy

Cited by 13 publications

References 82 publications

Career management.

Career management.

A Life-Course Perspective on Older Workers in Workplaces Undergoing Transformative Digitalization

Getting Ready for the Future, Is It Worth It? A Dual Pathway Model of Age and Technology Acceptance at Work

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