User Experience of a Social Media Based Knowledge Sharing System in Industry Work

Abstract

With increasing automation, the work in manufacturing industry is getting knowledge intensive: workers need to solve complex problems to keep systems running. The knowledge needed in these situations often cannot be found in ready-made manuals but it is tacit knowledge possessed by co-workers. This paper presents a user study of a knowledge sharing platform. The platform integrates production information and social media features, thus connecting discussions to specific machine states or error situations. The platform was evaluated with factory workers in a workshop. The results show that integration of production information and social media features such as messaging is valuable, as it proactively provides practical solutions to the problem at hand. The results also show that the use of social media features in industrial environment requires changes in organizational policies, processes and culture. The findings of this study can be considered when developing social media applications for industrial use.

How Has Gamification in the Production Sector Been Developed in the Manufacturing and Construction Workplaces?

“…In this Systematic Literature Review, 23 articles were analyzed [5,6,15,17,[23][24][25][37][38][39][40][41][42][43][44][45][46][47][48][49][50][51]. Since gamification is a multidisciplinary approach, the database search results show a growth in publications on the topic in all fields of study.…”

“…One paper [14] studies training in a simulated factory warehouse. Five papers [24,37,[42][43][44] feature an app to be implemented on shop floors.…”

“…Regarding the problems evidenced in the different production workplaces of the selected articles, Table A1a (Appendix A) shows nine papers where gamification aims to reduce resistance to knowledge sharing through gamified platforms and to increase the worker's qualifications [14,15,[23][24][25]39,[42][43][44], even preparing them for emergencies and the acquisition of new skills. Regarding the implementation process, three of them mention the difficulties related to the organizational culture [15,43,44], while two papers consider the importance of human factors due to the insertion of technology and automation with Virtual and Augmented Reality, AI, robots, etc., in the workplace [24,25].…”

“…The incentive is not monetary, has symbolic value, and signals status. The use of gamification in collaborative work environments can reduce costs and bring improvements to coordination activities 19 [5,6,14,15,17,[23][24][25][39][40][41][42][43][44][45][46][47]50,51].…”

Creating performance through innovations influenced by knowledge sharing and absorption capacity at the Bali weaving industry association

“…Organizational innovation can only be compiled by all internal organization stakeholders in collaboration through efforts to share information, experiences and ideas (Standing and Kiniti, 2011; Mumford et al , 2008; Nevalainen and Maijala, 2012; Wang and Noe, 2010; Ikeda and Marshall, 2016). Various information and experiences are the basis that can make important contributions in using new knowledge (Aromaa et al , 2019; Al-Kurdi et al , 2018) to create innovation (Yang, 2007; Ismail and Yusof, 2009). Employees who are allowed to exchange knowledge with other employees are able to accelerate the creation of organizational innovation (Allameh, 2018; Shahin and Zeinali, 2010; Wang and Noe, 2010).…”