Editorial: Fusing management and workplace health: a research agenda on digitalization

Digitalization leads to changes in companies, new business models and the founding of new companies. Workplaces change when new technologies allow and demand new ways of working. Examples are hybrid-remote work, where employees can collaborate synchronously using technologies like video conferencing systems or online platforms, meetings in the metaverse or mobile presence through telepresence robots. These technologies allow workplaces to include employees and managers from a distance, allowing higher flexibility and better compatibility of family and work, contribute to less traffic and, therefore, potentially improve climate change. In healthcare, service robots can support employees in patient care in times of shortage of caretakers. Other workplaces use mental healthtech apps to continuously collect data about people’s mental health and well-being, allowing workplaces to act and provide the necessary employee assistance programs. For example, big data analysis leads to new possibilities, as it can support managers’ decisions, especially in complex situations where quick actions are necessary. In particular, artificial intelligence (AI) allows gig work on digital platforms like Wolt, Mechanical Turk or Uber as new, flexible work forms that can include a diverse workforce. New technologies also lead to a reorganization of workplaces. In the future, offices might be more open with free seating so that employees can meet and include technologies that allow the integration of distant employees. In other cases, less office space may be needed whenworkplaces allow people to work from home. However, employees andmanagers might prefer to come to the office to meet their colleagues, brainstorm about new projects and discuss issues in ongoing projects. Furthermore, employees working from home need to be integrated into such meetings via video conferences or telepresence robots. Together, these changes made available via digital technologies call for new and responsible management approaches and work design, particularly how to ensure workplace health for all. Leadership during transitions like these requires support from the organization (Ipsen et al., 2018). The support ensures that the managers develop in tandem with the change process, so their management and leadership match the new ways of working and do not reflect how things were and used to be. However, a recent study of managers leading their employees through times of change shows that organizational support was limited (Ipsen et al., 2022). From this, we learn the importance of fusing management and workplace health and that it involves all levels and factors. While these new digital technologies provide opportunities for businesses, employees and managers, they also have potential pitfalls. New technologies also allow the collection of a massive amount of data, e.g. via sensors, data tracking, workplace computers or GPS. Employees can be digitally monitored when working from home, and these data can be analyzed to learn about work habits and performance, so it is possible to reward or punish employees (Jeske, 2022). On the one hand, data collection and analysis could lead to a fairer evaluation of an employee’s work. On the other hand, algorithmic decision-making is untransparent, can only rely on available data and might therefore be biased and considered unfair. The negative consequences of digital monitoring are already visible in platformwork, where constant monitoring and quick assignments of tasks can lead to a higher work pace with no breaks (Nielsen et al., 2022). Furthermore, there are growing concerns about the Editorial