Ruggero Colombari , Paolo Neirotti , Jasmina Berbegal-Mirabent
{"title":"Disentangling the socio-technical impacts of digitalization: What changes for shop-floor decision-makers?","authors":"Ruggero Colombari , Paolo Neirotti , Jasmina Berbegal-Mirabent","doi":"10.1016/j.ijpe.2024.109377","DOIUrl":null,"url":null,"abstract":"<div><p>With the diffusion of Industry 4.0 technologies, firms can decentralize operational decisions, fostering a data-driven Digital Transformation (DT) across all organizational levels. Digitalized shopfloors can leverage an unprecedented availability of data for better and faster decision-making, resulting in enhanced operational performance. However, limited research has investigated the organizational and individual implications for those who run the manufacturing lines: production managers, supervisors, team leaders, and workers. By adopting a socio-technical framework, this study aims to disentangle the effects that digitalization has on shopfloors’ organizational structures, decision-making processes, and individual competencies, as well as the interdependencies among them. An exploratory approach was adopted, based on an empirical cross-country study involving 34 semi-structured interviews conducted in the Italian and Spanish automotive sectors. Analyzed through the lenses of information-processing, knowledge-based, and dynamic capability theories, our findings reveal through five propositions how digitalization induces a “polarization” of operational decision-making: shopfloors are run by knowledgeable data-empowered production managers and autonomous information-processing team leaders on the front line, with a reduced importance of supervisors. Upskilling needs appear for team leaders but not production workers, whose involvement, however, emerges as a key factor for a successful digitalization and overall performance in initial DT stages. This study contributes to literature on digitalization by exposing managerial tensions and dynamic capabilities, along with a deeper understanding of the micro-foundations of DT in terms of implications for shop-floor decision-makers. Managerial implications are directed at creating awareness about the centrality of production team leaders, and future research avenues are proposed.</p></div>","PeriodicalId":14287,"journal":{"name":"International Journal of Production Economics","volume":"276 ","pages":"Article 109377"},"PeriodicalIF":9.8000,"publicationDate":"2024-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Production Economics","FirstCategoryId":"5","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0925527324002342","RegionNum":1,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"ENGINEERING, INDUSTRIAL","Score":null,"Total":0}
引用次数: 0
Abstract
With the diffusion of Industry 4.0 technologies, firms can decentralize operational decisions, fostering a data-driven Digital Transformation (DT) across all organizational levels. Digitalized shopfloors can leverage an unprecedented availability of data for better and faster decision-making, resulting in enhanced operational performance. However, limited research has investigated the organizational and individual implications for those who run the manufacturing lines: production managers, supervisors, team leaders, and workers. By adopting a socio-technical framework, this study aims to disentangle the effects that digitalization has on shopfloors’ organizational structures, decision-making processes, and individual competencies, as well as the interdependencies among them. An exploratory approach was adopted, based on an empirical cross-country study involving 34 semi-structured interviews conducted in the Italian and Spanish automotive sectors. Analyzed through the lenses of information-processing, knowledge-based, and dynamic capability theories, our findings reveal through five propositions how digitalization induces a “polarization” of operational decision-making: shopfloors are run by knowledgeable data-empowered production managers and autonomous information-processing team leaders on the front line, with a reduced importance of supervisors. Upskilling needs appear for team leaders but not production workers, whose involvement, however, emerges as a key factor for a successful digitalization and overall performance in initial DT stages. This study contributes to literature on digitalization by exposing managerial tensions and dynamic capabilities, along with a deeper understanding of the micro-foundations of DT in terms of implications for shop-floor decision-makers. Managerial implications are directed at creating awareness about the centrality of production team leaders, and future research avenues are proposed.
期刊介绍:
The International Journal of Production Economics focuses on the interface between engineering and management. It covers all aspects of manufacturing and process industries, as well as production in general. The journal is interdisciplinary, considering activities throughout the product life cycle and material flow cycle. It aims to disseminate knowledge for improving industrial practice and strengthening the theoretical base for decision making. The journal serves as a forum for exchanging ideas and presenting new developments in theory and application, combining academic standards with practical value for industrial applications.