Digital transformations in the challenge of activity and work understanding and supporting technological changes /

Digital transformations in the challenge of activity and work [electronic resource] : understanding and supporting technological changes / edited by Marc-Eric Bobillier Chaumon.

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TECHNOLOGICAL CHANGES AND HUMAN RESOURCES SET Coordinated by Patrick Gilbert The accelerating pace of technological change (AI, cobots, immersive reality, connected objects, etc.) calls for a profound reexamination of how we conduct business. This requires new ways of thinking, acting, organizing an...

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Bibliographic Details
Online Access: Full Text (via Knovel)
Other Authors: Bobillier Chaumon, Marc-Éric
Format: Electronic eBook
Language:English
Published: London : Hoboken, NJ : ISTE, Ltd. ; Wiley, 2021.
Series:Innovation, entrepreneurship, management series. Technological changes and human resources set ; v. 3.
Subjects:
Technological innovations > Management.
Table of Contents:
  • Introduction xiii Marc-Eric BOBILLIER CHAUMON
  • Part 1 Towards an Overview of Digital Transformations... 1
  • Chapter 1 Emerging Technologies and Issues for Activity and Occupational Health 3 Marc-Eric BOBILLIER CHAUMON
  • 1.1 Introduction 3
  • 1.2 From properties to the uses of emerging technologies 4
  • 1.3 Five paradoxes of the diffusion of technologies in/on the activity 8
  • 1.3.1 Sense of loss of control over the activity vs increased control over the activity 8
  • 1.3.2 Invisibility vs visibility of the activity 9
  • 1.3.3 Increase in virtual teams vs isolation of employees 10
  • 1.3.4 Nomadism vs a sedentary lifestyle at work 11
  • 1.3.5 Detachment from activity vs proximity of work 12
  • 1.4 Conclusion 14
  • 1.5 References 15
  • Chapter 2 Collaborative Work Platforms: Challenges for Business Development 21 Nadia BARVILLE-DEROMAS and Marc-Eric BOBILLIER CHAUMON
  • 2.1 Introduction 21
  • 2.2 Two organizational challenges: empowering digital transformations and changing work practices 22
  • 2.2.1 The co-configuration of work 22
  • 2.2.2 Mobilizing social capital to make sharing more flexible 23
  • 2.3 Stakes for the development of activity: knowing how to give meaning to a poly-contextual and multi-mediated activity 24
  • 2.3.1 Networking, the power to act and meaning at work 24
  • 2.3.2 Sharing a degree of collaborative intentionality in a multi-mediated situation, a skill in its own right 26
  • 2.4 Conclusion 27
  • 2.5 References 27
  • Chapter 3 Virtual Reality: Definitions, Characteristics and Applications in the Workplace 31 Camille SAGNIER, Émilie LOUP-ESCANDE and Gérard VALLÉRY
  • 3.1 Introduction 31
  • 3.2 Some elements of definition 32
  • 3.2.1 The term "virtual reality" 32
  • 3.2.2 The purpose of virtual reality 32
  • 3.2.3 A functional definition of virtual reality 33
  • 3.2.4 A technical definition of virtual reality 33
  • 3.3 The main interaction devices 34
  • 3.3.1 Display devices 35
  • 3.3.2 Motion and position capture devices 35
  • 3.3.3 Proprioceptive and cutaneous feedback devices 35
  • 3.3.4 Sound input and presentation devices 36
  • 3.4 The main areas of application of virtual reality 36
  • 3.4.1 Applications in everyday life 37
  • 3.4.2 Applications in various professional contexts 37
  • 3.5 Applications of virtual reality in industry 38
  • 3.6 Conclusion 40
  • 3.7 References 40
  • Chapter 4 Robotization in Industries: A Focus on SMEs 45 Sandrine BERGER-DOUCE
  • 4.1 Introduction 45
  • 4.2 Focus on a robotization experiment in an industrial SME 46
  • 4.2.1 The case study in the service of exploratory research 46
  • 4.2.2 Presentation of the company 47
  • 4.2.3 A mixed technological adventure 47
  • 4.2.4 Lessons to be learned 48
  • 4.3 Receiving support in order to better implement a robot: illustration by the Robot Start PME program 49
  • 4.3.1 A program at the service of French industrial SMEs 50
  • 4.3.2 An inspiring framework to support technological change 53
  • 4.4 Conclusion 54
  • 4.5 References 55
  • Chapter 5 Serious Games for Vocational Training: From Emotional Labor to Knowledge Transfer 57 Lydia MARTIN, Julian ALVAREZ and Antoine TALY
  • 5.1 Introduction 57
  • 5.2 Emotions, debriefing and learning 59
  • 5.2.1 Emotional labor 59
  • 5.2.2 Learning in a game 60
  • 5.3 The context and framework of the Serious Escape Game (SEG) 61
  • 5.3.1 Difficulty in gamification 61
  • 5.3.2 The training system 62
  • 5.3.3 A research-action approach 62
  • 5.4 Results 63
  • 5.4.1 Observations during gaming 63
  • 5.4.2 Post-game discussions 64
  • 5.4.3 Questionnaires 66
  • 5.5 Discussion and conclusion 67
  • 5.6 References 68
  • Chapter 6 The "Old" Issues of the "New" Artificial Intelligence Systems in Professional Activities 71 Tamari GAMKRELIDZE, Moustafa ZOUINAR and Flore BARCELLINI
  • 6.1 Introduction 71
  • 6.2 AI: elements of definition and recent developments 72
  • 6.3 Functionalities and (potential) uses of new generation AI systems 74
  • 6.4 The "new" generation of AI and the old challenges of transforming work situations 77
  • 6.4.1 From the substitutive approach of automation to the complementary approaches of human-machine systems 77
  • 6.4.2 The challenges of "new" AI systems in work situations 79
  • 6.5 What are the approaches to designing and integrating AI systems in work situations? 81
  • 6.6 Conclusion 83
  • 6.7 References 83
  • Part 2 New Modalities and Forms of Work ... 87
  • Chapter 7 Challenges in Deploying Telework: Benefits and Risks for Employees 89 Emilie VAYRE
  • 7.1 Telework: definitions and characteristics 89
  • 7.2 The benefits of teleworking 90
  • 7.3 The constraints and risks of teleworking 91
  • 7.4 The challenges of deploying telework in organizations 93
  • 7.4.1 Deploying and experimenting with telework 93
  • 7.4.2 Training of teleworkers and managers 96
  • 7.4.3 Evaluating the deployment of telework 97
  • 7.5 Conclusion 97
  • 7.6 References 98
  • Chapter 8 The Reconfiguration of Managerial Practices through Digital Innovation: The Example of a Work Team in Site Renovation 101 Elodie CHAMBONNIÈRE and Jacqueline VACHERAND-REVEL
  • 8.1 Introduction: when digital technology is used on renovation sites 101
  • 8.2 At the heart of the renovation sites 103
  • 8.2.1 Supervising in a complex and dynamic system 103
  • 8.2.2 Guiding a worksite: a conductor's activity at the crossroads of various modes of prevention management 103
  • 8.3 Understanding occupational risk prevention activity and prevention management 104
  • 8.4 Ethnography of the activity on a renovation site 106
  • 8.5 Confirming a culture of safety: prevention management 107
  • 8.5.1 Management towards site supervision 108
  • 8.5.2 Middle management 109
  • 8.5.3 Local management: towards construction workers 109
  • 8.6 Digital innovation in occupational risk prevention: restructuring of management practices 110
  • 8.6.1 Hierarchical visits by management 110
  • 8.6.2 Prevention visits by middle management 111
  • 8.6.3 Close supervision of the construction workers 111
  • 8.7 Conclusion: towards a better consideration of digital innovations in prevention management 113
  • 8.8 References 114
  • Chapter 9 Integrating Collaborative Robotics into Work Situations: The Intentions of SME Managers in the Digital Transformation of their Companies 115 Anne-Cécile LAFEUILLADE, Flore BARCELLINI, Willy BUCHMANN and Tahar-Hakim BENCHEKROUN
  • 9.1 Transformations in work situations seen through the prism of technocentric solutions 115
  • 9.2 Models of leadership activity to understand change management processes 117
  • 9.2.1 The activity of managers at the crossroads of different roles 117
  • 9.2.2 Developing the intention of managers in change management processes: the contribution of the dialogical model of design 118
  • 9.3 Methodology for data collection and analysis 121
  • 9.4 Managers' desires in the face of reality: an encounter that helped to shape their intentions 123
  • 9.4.1 Elements shaping managers' desires 123
  • 9.4.2 The "conversation" between the desire and reality 124
  • 9.5 The reality, a messenger from the past, in a modernization project 125
  • 9.6 References 126
  • Chapter 10 The Role and Function of Technological Artifacts in Entrepreneurial Activity 129 Irn̈e POIDI, Marc-Eric BOBILLIER CHAUMON and Jacqueline VACHERAND-REVEL
  • 10.1 Introduction 129
  • 10.2 Theoretical foundations 130
  • 10.3 Methodology 132
  • 10.4 Results 133
  • 10.5 Discussion and conclusion 137
  • 10.6 References 138
  • Part 3 Psychosocial and Socio-organizational Impacts of the Diffusion of Technology 141
  • Chapter 11 The New Physical Territories of Digital Activity 143 Maria IANEVA, Raluca CIOBANU and Chiara LAI
  • 11.1 Introduction 143
  • 11.2 Transformation of spaces and transformation of work and employment: "spatialized work" 145
  • 11.3 From "spatialized work" to the division between space and work 146
  • 11.4 Flexible work environments: from work to "activity" 147
  • 11.4.1 The example of the design of the workspaces of a large company: the reconfiguration of work areas 148
  • 11.4.2 From space allocation to the redefinition of associated tasks 149
  • 11.5 What theoretical models for considering space and its transformations? 150
  • 11.6 Conclusion 152
  • 11.7 References 153
  • Chapter 12 Digital Work, Disposable Work? When Opportunities to Explore Threaten the Meaning of the Activity 155 Maxime BESENVAL and Alexandra BIDET
  • 12.1 Introduction 155
  • 12.2 The division of complex digital work 157
  • 12.3 Chronic indeterminacy of.
  • the product 159
  • 12.4 When the contingencies regime threatens work commitment 161
  • 12.5 Conclusion 165
  • 12.6 References 166
  • Chapter 13 Is the Obsolescence of the Skills of Older Employees an Inevitable Consequence of Digitalization? 169 Florence CROS, Marc-Eric BOBILLIER CHAUMON and Bruno CUVILLIER
  • 13.1 Introduction 169
  • 13.2 Aging, work, technologies and skills obsolescence: theoretical elements 170
  • 13.2.1 The effects of aging 170
  • 13.2.2 Aging associated with work 171
  • 13.2.3 From the effects of technology on activity to the issue of the obsolescence of older workers' skills 171
  • 13.3 Question and methodology 172
  • 13.3.1 Study background and methods 172
  • 13.3.2 Engestrm̲'s activity system model (1987) 173
  • 13.4 Main results 174
  • 13.4.1 The ASCT profession: a perception through the prism of age 174
  • 13.4.2 Overcoming tensions to develop one's activity 176
  • 13.5 Discussion and conclusion 177
  • 13.5.1 Accelio, a vector of recognition for the ASCT profession? 178
  • 13.5.2 Diverting to work better 178
  • 13.6 References 179
  • Chapter 14 Are Work Collectives and Digital Exposure Compatible? 183 Pauline CROUZAT and Marc-Eric BOBILLIER CHAUMON
  • 14.1 Collective activity: major developments 183
  • 14.2 Engineering: a highly digitized environment 185
  • 14.3 Problem of the s .

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