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Human Dynamics of Automation and Digitalisation of Economies: Discussion on the Challenges and Opportunities

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Abstract

This chapter addresses the automation and digitalisation of the economies by specifically focusing on their influences on humans—primarily employed workers. Initially, this chapter highlights trends in this regard by specifically referring to artificial intelligence, robotics, the Internet of Things (IoT) and three-dimensional (3-D) manufacturing. This is followed by a specific discussion on the people-specific challenges—especially concerning the job losses in Europe. We also use publicly available statistics to complement the arguments presented in this concern. After this, our chapter discusses the opportunities for humans emanating through these technological advancements. We highlight new work and entrepreneurial possibilities that are emerging as a result of these advancements. Finally, this chapter also refers to the new skill set need that will allow individuals to take advantage of these opportunities.
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... Similarly, ensuring human resource resilience, adaptability and engagement is not only a matter of addressing skills but also a prerequisite for the development of further ways of human-machine interaction (Arslan et al., 2021;Ardito et al., 2022). However, with its evolution, the fourth industrial revolution has not had a homogeneous effect on human resources (Rana and Sharma, 2019). ...
... At the same time, a significant number of studies have focused on the opportunities that AI may offer to human resources as a rebalancing tool for issues such as job loss (Coupe, 2019;Ivanov and Webster, 2019;Arslan et al., 2021), changing job requirements (Hmoud and Laszlo, 2019;Vrontis et al., 2022) and new skills development (Arslan et al., 2021). Traditionally, the HR function considered technologies from a functional perspective, only focusing on filling in competencies gaps for workers whose jobs were at risk. ...
... At the same time, a significant number of studies have focused on the opportunities that AI may offer to human resources as a rebalancing tool for issues such as job loss (Coupe, 2019;Ivanov and Webster, 2019;Arslan et al., 2021), changing job requirements (Hmoud and Laszlo, 2019;Vrontis et al., 2022) and new skills development (Arslan et al., 2021). Traditionally, the HR function considered technologies from a functional perspective, only focusing on filling in competencies gaps for workers whose jobs were at risk. ...
Article
Purpose The aim of this research is twofold: first, to get more insights on digital maturity to face the emerging 4.0 augmented scenario by identifying artificial intelligence (AI) competencies for becoming hybrid employees and leaders; and second, to investigate digital maturity, training and development support and HR satisfaction with the organization as valuable predictors of AI competency enhancement. Design/methodology/approach A survey was conducted on 123 participants coming from different industries and involved in functions dealing with the ramifications of Industry 4.0 technologies. The sample has included predominately small-to-medium organizations. A quantitative analysis based on both exploratory factor analysis and multiple linear regression was used to test the research hypotheses. Findings Three main competency clusters emerge as facilitators of AI–human interaction, i.e. leadership, technical and cognitive. The interplay among these clusters gives rise to plastic knowledge, a kind of moldable knowledge possessed by a particular human agent, here called hybrid. Moreover, organizational digital maturity, training and development support and satisfaction with the organization were significant predictors of AI competency enhancement. Research limitations/implications The size of the sample, the convenience sampling method and the geographical context of analysis (i.e. California) required prudence in generalizing results. Originality/value Hybrids’ plastic knowledge conceptualized and operationalized in the overall quantitative analysis allows them to fill in the knowledge gaps that an AI agent-human interplay may imply, generating alternative solutions and foreseeing possible outcomes.
... En términos simples, la automatización se refiere a las tareas realizadas por máquinas inteligentes y reprogramables (Kamarudin et al., 2013), y también se refiere a la sustitución de mano de obra por insumos de máquina (relativamente autónomos) (Eurofound, 2018). Si bien la automatización se ha caracterizado como un proceso evolutivo (Brynjolfsson y McAfee, 2014;Harteis, 2018;Arslan et al., 2021), la digitalización y las tecnologías asociadas a Industria 4.0 están transformando de manera sustantiva la manufactura, por ejemplo, con la adopción de robots colaborativos o inteligencia artificial (Anzolin, 2021). Si bien no existe una definición única y aceptada de I4.0, 2 se refiere a la unificación de las tecnologías digitales con la industria convencional, lo que permite que los dispositivos se comuniquen e interactúen con otros, y recopilen y evalúen datos en tiempo real para optimizar los costos y la calidad, robots con gran autonomía y flexibilidad, y técnicas avanzadas de manufactura (Cotet, Balgiu y Zalesti, 2017;Rodic, 2017). ...
... Digitalization and virtualization are critical in competitive and dynamic business environments (Adomako et al., 2021;Del Giudice et al., 2021;Pagnozzi et al., 2022;Teruel et al., 2022). Digitalization refers to increase in use of digital technologies (Arslan et al., 2021;Ritter & Pedersen, 2020;Vrontis et al., 2021), such as artificial intelligence (AI) (Brown et al., 2024), blockchains and digital finance (Butticè & Vismara, 2022;Singh et al., 2024), social networking (Scuotto et al., 2017), digital platforms (Scott, 2024), the internet of things (Li et al., 2015), robotization (Jungmittag, 2021), 3D printing (Holzmann Extended author information available on the last page of the article Content courtesy of Springer Nature, terms of use apply. Rights reserved. ...
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Digitalization and virtualization are integral parts of today’s competitive and dynamic business environments. Yet very little is known about the impact of digitalization and virtualization on technology transfer in strategic collaborative partnerships. Therefore, examining the impact of digitalization and virtualization on technology transfer in strategic collaborative partnerships holds much potential for contributing to the ongoing discussions in the technology transfer literature. This introductory article to the Special Issue reflects on the contributions of the Special Issue articles to the research on technology transfer and reveals three central themes through which the articles as a whole contribute to research in technology transfer: Theme 1 describes the role of digitalization in technology transfer outcomes, Theme 2 focuses on extending the understanding of knowledge transfer capabilities to include digital and virtual capabilities, and Theme 3 illustrates how technology transfer facilitators and intermediaries continue to play an important role in technology transfer in the digital world. We conclude the introductory article by proposing four promising avenues for future research on technology transfer in the digital age. These include Avenue 1: Understanding context specificity and temporality, Avenue 2: Focusing on capabilities and government policy, Avenue 3: Bridging distance, and Avenue 4: Protecting against threats.
... Today's era is the era of information technology, man and man, man and machine through the computer network and digital information interconnection. This connection is increasingly close complex, and diverse to promote the world of science and technology, economic level of prosperity and development, but also let the digital technology itself has been a qualitative leap [1]. The iteration of digital technology, promoting all walks of life, has entered a high-speed development stage. ...
Article
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Realizing the digital design of clothing is an effective means to improve the design efficiency and effect, for this reason, this paper designs a virtual simulation design assistance system based on virtual image recognition technology. Wavelet Fourier descriptor and LDA technology are utilized to extract features and decrease the dimensionality of the clothing style image, while the extreme learning machine is utilized as a classifier to categorize the clothing style image. Based on the classification results, a virtual simulation model of the garment is constructed and stored in the parts library for the convenience of designers to call and design at any time to complete the construction of the design assistance system. The application of this paper’s image recognition method results in an overall style recognition rate of 94.8%, an average recognition time of 3.2 milliseconds for each sample, and an average Fourier wavelet descriptor classification accuracy of 97.5%. The size error is controlled within ±2.5%, and the mean customer satisfaction scores for all the finished sweaters are higher than 2. This paper proposes a style map recognition method that achieves high accuracy, reduces time consumption, produces finished products with minimal size errors, and increases customer satisfaction with the designed styles.
... Various communications technologies and platforms have allowed organizations and leaders to utilize differently located talent via virtual teams. However, these technologies often bring the added baggage of unforeseen challenges and complexities over the benefits they provide (Arslan et al., 2021). Traditional leadership approaches may not be effective in managing such a situation since the dynamics of the digitalized workplace are completely distinguished from the usual workplace once known to leaders (De Vries et al., 2019). ...
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This research investigates the relationship between e-leadership and strategic innovations in the workplace. It proposes a moderated mediation model that examines inter-team coordination's mediating role and knowledge integration capability's moderating role in this relationship. A sample of 241 working professionals from the United States participated in the study. The findings of this research establish a positive and significant relationship between e-leadership and strategic innovation. e-leadership positively influences the development and implementation of innovative strategies within organizations. Additionally, the study identifies inter-team coordination as a mediator, highlighting the importance of effective team coordination in translating e-leadership into strategic innovation. Furthermore, the research reveals knowledge integration capability as a moderator, indicating that the ability to effectively integrate knowledge across teams and departments enhances the impact of e-leadership on promoting strategic innovation. The study provides valuable insights for practitioners and organizations. Recognizing the significance of e-leadership can help foster an innovative culture and improve strategic decision-making processes. Understanding the mediating and moderating role of Inter-team coordination and knowledge integration capability, emphasizes the importance of knowledge-sharing mechanisms within organizations, highlighting the need for effective knowledge management strategies.
... However, regardless of the amount of opportunities that can be delivered by AI technologies in HRM, employees can perform several tasks that machines cannot do [36]. Scholars have stressed on one of the implications of AI for HRM is from the perspective of job loss [37,38]. In their recent report, KPMG (one of the big four accounting organizations) stated that most CEOs are more in favoring that AI technology will create more jobs than the ones it eliminates. ...
Conference Paper
During the 3-year global hiatus caused by the COVID-19 pandemic, organizations-initiated efforts to harness technology and automation within their operations, with a specific emphasis on the integration of Artificial Intelligence (AI). Currently, organizations are exhibiting an unprecedented reliance on AI-driven machines and robotic systems across diverse operational domains. Recent research underscores a heightened interest in the application of AI within Human Resource Management (HRM) functions over the past couple of years. This scholarly endeavor seeks to illuminate the utility of AI within HRM practices. Furthermore, the principal aim of this study is to enrich the depth and quality of discourse surrounding the implementation of AI within the HRM context. Thus, promoting a more in-depth and comprehensive theoretical understanding of its impacts as well as its potential challenges that may lead to practices that violate agreed-upon ethics in this management’s performance of its assigned tasks and responsibilities.
... Digitalization has become an important strategic imperative for organizations to remain competitive in the fast-paced, technology-driven business environment (Björkdahl, 2020;Ciampi et al., 2022). The literature defines digitalization as the transformation of physical processes, assets, and resources into digital formats through the use of technology (Arslan et al., 2021;Ritter & Pedersen, 2020). This process enables organizations to leverage the power of technology to optimize their operations, enhance productivity, and create new business models. ...
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In this study, we explore the impact of business process digitalization on technology transfer intensity through the mediating mechanism of inter-organizational collaboration. Using data collected from 211 firms in Vietnam, we find that: (1) digitalization positively influences inter-organizational collaboration, (2) inter-organization collaboration positively affects technology transfer intensity, (3) the effect of inter-organizational collaboration on technology transfer intensity is amplified when technology commercialization potential is high, and (4) the effect of digitalization on technology transfer intensity is mediated by inter-organizational collaboration. These findings suggest that technology commercialization potential is a critical moderating factor that needs to be considered in the context of technology transfer, and its interaction with inter-organizational collaboration should be carefully managed to maximize the benefits of technology transfer. The study provides practical implications for technology firms seeking to enhance their technology transfer outcomes.
Article
Purpose The purpose of the paper is to conduct a review of the literature on human-robot collaboration across different functions and activities of human resource management (HRM) and discuss its importance for change readiness in organizations. Design/methodology/approach A bibliometric analysis was conducted to identify emerging research themes in the fields of human resources (HR) and robotics, including change readiness. Based on the initial results of the bibliometric analysis, a systematic literature review was subsequently performed to gain a more specific understanding of research across various HRM functions and change readiness. Findings The results from bibliometric analysis and systematic review highlight that technological progression in HRM, such as AI-driven staffing and training techniques, improves effectiveness and personalization but raises concerns about privacy and job scrutiny. AI and robotics in performance evaluation enhance objectivity and reduce subjectivity, which can lead to disengagement. Generational differences, cultural factors and emotional quotient complicate readiness to adopt new technologies. The research emphasizes balancing technological effectiveness with employee involvement and meaningfulness to ensure successful implementation and engagement. Originality/value This paper synthesizes existing research, including literature, theoretical concepts and models, to identify best practices and successful strategies for implementing human-robot collaboration in HRM functions. It highlights gaps in the current literature and suggests areas for future research to advance the field of human-robot collaboration in HRM. By doing so, this paper enhances theoretical understanding while offering practical insights essential for effective change management.
Article
Organizations need resilient employees to navigate and leverage constant change and maneuver in turbulent, disruptive contexts. As such, it is imperative to advance a nuanced understanding of drivers and enablers of employee resilience, especially in the current business context of pervasive digitalization and the growing practice of work-from-everywhere. Our research explores how digitalization in the organization is reflected in the employees' behavior of taking charge and resilience. By accounting for core self-evaluation, digital literacy, and inclusive climate boundary conditions, we offer a holistic picture of under what conditions digitalization enhances taking charge and employee resilience. To test our study model, we follow a survey research design and rely on 173 employees' data working in the United Arab Emirates (UAE). Our results show that digitalization is positively related to employee resilience. Further, our findings show that core self-evaluation, digital literacy, and inclusive climate moderate the impact of digitalization on employee resilience. Our results received further support in a two-wave online survey with 306 employees in the United States. The support we found for the hypothesized mediating relationship highlights the criticality of taking charge in relation to digitalization and employee resilience. Taking charge is critical in relatively turbulent environments as it helps employees deal with changes in processes, procedures, and structures.
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Objective - This essay intends to particularly address the difficulties that modern organizations' human resource management (HRM) departments and leaders confront as a result of the close interaction between human workers and artificial intelligence (AI)—primarily robots—especially at the team level. On the basis of a conceptual evaluation of the available research, it also offers some prospective solutions that may be helpful to overcome these difficulties. Design, methodology, and approach — To give a very comprehensive yet critical overview of the interaction between AI (especially robots) and HRM in modern organizations, the current study engages in conceptual work that integrates several streams of literature. Results - We emphasize that interactions and teamwork between human workers and robots are evident across a variety of organizational tasks and industries, where both are contributing team members. The HRM function in modern organizations is faced with some particularly difficult challenges as a result of the need to address workers' anxiety about working with AI, particularly in relation to potential job loss and the challenging dynamics of establishing trust between human employees and AI-enabled robots as team members. Along with these, HRM staff members need to carefully handle employee performance evaluations in the future as well as human workers' expectations for task completion with their AI-enabled robot co-workers. When placing human workers in teams with robots, the authors discovered that organizational support mechanisms such as a welcoming climate, training opportunities, and assuring a suitable technological competence level are crucial. Finally, we discovered that one of HRM's most difficult difficulties is performance evaluation in teams where humans and AI (including robots) coexist. We emphasized the possibility of drawing insights from the computer gaming literature, where performance evaluation models have been developed to analyze human and AI interactions while keeping the context and limitations of both in mind. We discussed the lack of frameworks to guide HRM managers in this concern. Originality/value - Our study is one of the few to go beyond a broad or functional analysis of AI in the context of human resource management. It focuses primarily on the teamwork aspect, where human employees and AI-powered robots (robots) collaborate and provide insights and suggestions for such teams' efficient operation.
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Smart Manufacturing (SM) a revolutionary paradigm that aims to improve production systems’ performance in terms of quality, time, cost, and flexibility, as well as human and machine decision-making capabilities. Most large enterprises have already taken first steps towards adopting SM. Small and Medium-sized Enterprises (SMEs) on the other hand, are struggling with developing a SM adoption roadmap. Our research builds on the real and perceived needs and challenges faced by manufacturing SMEs and advances the field by developing and evaluating an SME-specific ‘SM adoption framework’. We have employed a multiple case study approach to acknowledge the lessons learned by selected early-adopter SMEs that have recently implemented and deployed SM tools and practices. We propose an SM adoption framework with five vital steps that SMEs interested in SM should follow: (i) identify manufacturing data available within the SME, (ii) readiness assessment of the SME data-hierarchy steps, (iii) developing SM awareness of SME leadership and staff, (iv) develop a SM tailored vision for the SMEs, and (v) identify appropriate SM tools and practices necessary to realise the tailored SM vision. Moreover, the results of the case study analysis enabled us to formulate many generalisations.
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The constant technological changes and its impact in the labor force are causing a domino effect that can change corporate culture, laws and workers in upcoming years. The importance of Artificial Intelligence for companies is also a mayor subject that may cause conflicts among cities around the world. Seasonal workers, 24 hours contracts, and informal methods of employments are reducing the possibilities of collective agreements and job satisfaction. Consequently, the so-called “Information Society”, labor modifications and role transformations have played a key role and have had an ascending evolution. There are different jobs that have been relegated to a substantial change in different industries due to all the information technology advances and robotics innovations. This process will increase in upcoming decades by establishing new types of jobs to sustain this changing economy. The controversy starts when this “macro” and “micro” vision collide with those people who have been dismissed due to the automation process. Because of the facts mentioned and current market trends, we can confirm that digital changes and transformations will continue to increase.
Article
This paper considers that granting a legal personality to robots could lead to the emergence of an electronic ability to pay, which may be recognized for tax purposes. As a consequence of such a development, a specific tax personality would need to be granted to robots. This would require a clear definition of robots, which could be based on the use of artificial intelligence, combined with a sufficient level of autonomy. From the perspective that smart robots may now replace inherent human activities, such as the interaction, learning and decision-making processes, the potential implications of a tax on robots, or on the use of such robots, is considered. The possibility of an income tax on an imputed salary from robots’ activities, or on other income, is also considered. Initially, the economic capacity to pay the tax should still be attributed to the employer or owner of the robots. Later, when technology allows, an ability to pay to robots may be recognized. Initial comments on the application of the value added tax on robots’ activities (transfer of goods and services), as well as international tax issues (notably tax treaty aspects) are also expressed, but would be the subject of further study from a global and international perspective.
Book
For over thirty years David S. Landes's The Unbound Prometheus has offered an unrivalled history of industrial revolution and economic development in Europe. Now, in this updated edition, the author reframes and reasserts his original arguments in the light of debates about globalisation and comparative economic growth. The book begins with a classic account of the characteristics, progress, and political, economic and social implications of the Industrial Revolution in Britain, France and Germany. Professor Landes here raises the much-debated question: why was Europe the first to industrialise? He then charts the economic history of the twentieth-century: the effect of the First World War in accelerating the dissolution of the old international economy; the economic crisis of 1929–32; Europe's recovery and unprecedented economic growth following the Second World War. He concludes that only by continuous industrial revolution can Europe and the world sustain itself in the years ahead.
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Universal basic income – the idea of guaranteeing a minimum level of income for all – has a long history of been framed as a radical proposal, a way to address issues ranging from wealth distribution and economic justice through to degrowth and gender equality. Yet an increasing number of proponents, especially in international development and public policy circles, see basic income as an efficient technological solution to poverty and economic insecurity. Critical development studies scholars have overwhelmingly problematized such ‘rendering technical’ of complex social, economic and political issues. In this paper, we use a critical development lens to point to two areas of particular danger to the transformative potential of basic income: coloniality and class relations. We do so through two case studies: a proposed basic income for Indigenous Australians and the support of UBI by high-net-worth individuals in California’s Silicon Valley. Using these two cases, we argue that despite best intentions, without critical engagement and nuance around questions of power, the radical potential of basic income may be jeopardized, with basic income becoming another technological quick-fix of development and policy interventions.