| Description |
1 online resource (299 pages) |
| Series |
Innovation, entrepreneurship, management series, Technological Changes and Human Resources Set ; v. 3 |
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Innovation, entrepreneurship, management series. Technological changes and human resources set ; v. 3.
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| Bibliography |
Includes bibliographical references and index. |
| Summary |
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 and collaborating in our work. Faced with these challenges, the Human and Social Sciences have a leading role to play, alongside others, in designing, supporting and implementing these digital transformation projects. Their ambition is to participate in the development of innovative and empowering devices, that is to say, systems that are truly at the service of human beings and their activity, that empower these professionals to take action and that also provide occupational health services. This book takes a multidisciplinary look at the challenges of these digital transformations, making use of occupational psychology, ergonomics, sociology of uses, and management sciences. This viewpoint also helps provide epistemological, methodological and empirical insights to better understand and support the changes at work. |
| 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 |
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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 ... |
| Subject |
Technological innovations -- Management.
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|
Innovations -- Gestion. |
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Technological innovations -- Management |
| Added Author |
Bobillier Chaumon, Marc-Éric.
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| Other Form: |
Print version: Bobillier Chaumon, Marc-Eric. Digital Transformations in the Challenge of Activity and Work. Newark : John Wiley & Sons, Incorporated, ©2021 9781786305299 |
| ISBN |
9781119808343 (electronic bk. ; oBook) |
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1119808340 (electronic bk. ; oBook) |
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9781119808190 |
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1119808197 |
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9781119808305 (electronic bk.) |
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1119808308 (electronic bk.) |
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hardcover |
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hardcover |
| Standard No. |
10.1002/9781119808343 doi |
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