Towards project management 2030: Why is change needed?

Bierwolf, Robert

doi:10.1109/emr.2017.2667237

Cited by 10 publications

(3 citation statements)

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“…First, communication, as information and knowledge sharing, is of fundamental importance, especially in transmitting the correct information concerning when, how and why organisational changes are envisaged. This will prevent false news from circulating and mitigate resistance (Bierwolf, 2017;Charalambous et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

How do industry 4.0 technologies influence organisational change? An empirical analysis of Italian SMEs

Cimini

Boffelli

Lagorio

et al. 2020

JMTM

169

128

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PurposeThis article aims to investigate the organisational implications of adopting Industry 4.0 (I4.0) technologies, giving specific attention to operations. The paper addresses these implications in two directions: organisational prerequisites for, and consequences of, I4.0 technologies.Design/methodology/approachThe research is based on a multiple case study of Italian small and medium enterprises (SMEs) in manufacturing. Ten case studies have been developed through interviews, company visits and secondary data collection.FindingsThe multiple case study results show that: (1) a lean organisational structure supports effective adoption of I4.0 technologies; (2) introducing such technologies is linked to developing a new kind of job profile (i.e. the “Autonomous Operative Job Profile”); and (3) higher levels of technology adoption create a higher need for non-technical competences.Research limitations/implicationsA limitation of this research relates to the highly heterogeneous maturity levels of the sampled companies, due to the relative newness of the I4.0 paradigm. Future research could, therefore, longitudinally analyse the technology integration process within organisations.Practical implicationsThis research provides preliminary evidence about how organisations and technologies co-evolve, thus suggesting that managers should co-design these areas. It also demonstrates the extreme importance of designing a structured process and a clear set of human resource management tools to favour SME organisational development.Originality/valueThe study is built upon a conceptual framework derived from the sociotechnical perspective that analyses the interconnections between technology implementation and organisational change. From the results, three research propositions are derived to be tested on a larger scale.

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Section: Introductionmentioning

confidence: 99%

How do industry 4.0 technologies influence organisational change? An empirical analysis of Italian SMEs

Cimini

Boffelli

Lagorio

et al. 2020

JMTM

169

128

View full text Add to dashboard Cite

show abstract

“…However, human-centric organizational changes and organizational aspects, such as workforce training, communication, information-sharing, and intra-enterprise collaboration, have been investigated and considered critical success factors for a digital transformation (Moeuf et al ., 2019). Communication between management and their employees has been shown to mitigate change resistance during the introduction of digital technologies (Bierwolf, 2017; Charalambous et al ., 2015), while workforce training on new technologies through team training has been studied and positioned as a facilitating factor (Fraser et al ., 2007; Zangiacomi et al ., 2020), and the change in job roles and skills has been studied to create new Industry 4.0 competence models (Prifti et al ., 2017; Erol et al ., 2016; Gehrke et al ., 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational changes approaches to facilitate the management of Industry 4.0 transformation in manufacturing SMEs

Brodeur

Deschamps

Pellerin

2023

JMTM

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PurposeThis paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.Design/methodology/approachThis research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.FindingsThe research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.Research limitations/implicationsUsing the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.Practical implicationsThis research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.Originality/valueThis research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.

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“…This model relies heavily on thorough documentation by the team and cohesive project management by the MEng students. This handoff accurately models industry workflow and structure [8], [9]. Communication, teamwork, documentation, and project onboarding are all essential skills that students gain in this process.…”

Section: Introduction: History Of Capstone Designmentioning

confidence: 96%

Designing Capstone Experiences for Interdisciplinarity in Biomedical Engineering Education

Golecki,

Amos,

Bradley

2023 ASEE Annual Conference &Amp; Exposition Proceedings

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Sciences. She is also a core faculty member at the Institute for Inclusion, Diversity, Equity, and Access in the College of Engineering. Holly studies biomaterials and soft robotics and their applications in the university classroom, in undergraduate research and in engaging K12 students in STEM. Holly received her BS/MS in Materials Science and Engineering from Drexel University and her PhD in Engineering Sciences from Harvard University.

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Towards project management 2030: Why is change needed?

Cited by 10 publications

References 0 publications

How do industry 4.0 technologies influence organisational change? An empirical analysis of Italian SMEs

How do industry 4.0 technologies influence organisational change? An empirical analysis of Italian SMEs

Organizational changes approaches to facilitate the management of Industry 4.0 transformation in manufacturing SMEs

Designing Capstone Experiences for Interdisciplinarity in Biomedical Engineering Education

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