Abstract
Workplace automation is a highly studied process. In contrast, the implementation phase – critical for innovation success – where conflicts and misalignments between new technology and various organisational levels and phenomena arise, is less described. In this study, we have followed the introduction of automated guided vehicles in a warehouse/distribution centre aimed at increasing efficiency of operations and thus productivity. Building on socio-technical systems design and the job-demands-resources-model, and theories on technology implementation related to the organisations' ability to handle interferences explained in the language of misalignments and alignments, the study describes using qualitative methodology how system-internal variation becomes “enemy” of the AGV introduction; the automation itself cannot succeed without rebalancing the control capacity of the tasks it is augmenting or replacing. The paper also proposes that existing theories used to explain the success or failure of technology implementation are inadequate as they don't take in the complexity of the complete context but address single level phenomena independently of other relevant levels and phenomena.
Highlights
Workplace automation is a highly studied process
The initial assertion of this study is that the handling of the implementation phase is often decisive for whether the organisation succeeds with the introduction of new technology
The scope of this paper is to investigate how process-oriented factors in the implementation of automation affect organisational quality; i.e. the ability to continuously cope with challenges inherent in these structures. This is done within a social-technical systems design (STSD) perspective strengthened by an organisational-psychological approach to understanding control and performance structures
Summary
Workplace automation is a highly studied process. In contrast, the implementation phase, critical for innovation success, where conflicts and misalignments between new technology and various organisational levels and phenomena arise, is less described. Applying a process perspective on the mutual adaption of technologies and social systems and their inherent structural factors may capture some of this complexity; i.e. the various characteristics of socio-technical implementation and their effects on organisation, work and working relations. The scope of this paper is to investigate how process-oriented factors in the implementation of automation affect organisational quality; i.e. the ability to continuously cope with challenges inherent in these structures This is done within a social-technical systems design (STSD) perspective strengthened by an organisational-psychological approach to understanding control and performance structures. This paper is based on a case study of implementing automated guided vehicles (AGVs) in a warehouse of a Norwegian retailer in the fast-moving consumer goods segment This is a case of digitalisation and automation that potentially disturbs the quality of organisation, work, and working relations in terms of control capacity The following sections will present the case and methods used, findings, discussion, and conclusion/implications
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