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Engström, A., Pittino, D., Mohlin, A., Johansson, A. & Edh Mirzaei, N. (2024). Artificial intelligence and work transformations: integrating sensemaking and workplace learning perspectives. Information Technology and People, 37(7), 2441-2461
Open this publication in new window or tab >>Artificial intelligence and work transformations: integrating sensemaking and workplace learning perspectives
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2024 (English)In: Information Technology and People, ISSN 0959-3845, E-ISSN 1758-5813, Vol. 37, no 7, p. 2441-2461Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this study is to explore the process of initial sensemaking that organizational members activate when they reflect on AI adoption in their work settings, and how the perceived features of AI technologies trigger sensemaking processes which in turn have the potential to influence workplace learning modes and trajectories.

Design/methodology/approach

We adopted an explorative qualitative and interactive approach to capture free fantasies and imaginative ideas of AI among people within the industry. We adopt a conceptual perspective that combines theories on initial sensemaking and workplace learning as a theoretical lens to analyze data collected during 23 focus groups held at four large Swedish manufacturing companies. The data were analyzed using the Gioia method.

Findings

Two aggregated dimensions were defined and led to the development of an integrated conceptualization of the initial sensemaking of AI technology adoption. Specifically, sensemaking triggered by abstract features of AI technology mainly pointed to an exploitative learning path. Sensemaking triggered by concrete features of the technology mainly pointed to explorative paths, where socio-technical processes appear to be crucial in the process of AI adoption.

Originality/value

This is one of the first studies that attempts to explore and conceptualize how organizations make sense of prospective workplace learning in the context of AI adoption.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2024
Keywords
Action research, Sensemaking, Socio-technical theory, Organizational learning, Collaboration, Organizational change, Management practices
National Category
Business Administration Information Systems, Social aspects
Identifiers
urn:nbn:se:hj:diva-65677 (URN)10.1108/ITP-01-2023-0048 (DOI)001266970800001 ()2-s2.0-85198380394 (Scopus ID)HOA;;962879 (Local ID)HOA;;962879 (Archive number)HOA;;962879 (OAI)
Projects
AFAIR (No: 20200223)
Funder
Knowledge Foundation, 20200223
Available from: 2024-07-16 Created: 2024-07-16 Last updated: 2024-12-31Bibliographically approved
Sollander, K., Edh, N. & Engström, A. (2024). Unplanned managerial work: Crucial support for knowledge creation in manufacturing SMEs. Production planning & control (Print)
Open this publication in new window or tab >>Unplanned managerial work: Crucial support for knowledge creation in manufacturing SMEs
2024 (English)In: Production planning & control (Print), ISSN 0953-7287, E-ISSN 1366-5871Article in journal (Refereed) Epub ahead of print
Abstract [en]

Knowledge capability and innovation performance are essential drivers of organizational success, with managerial work playing a crucial role in fostering these factors. This paper examines planned and unplanned managerial work from a knowledge creation perspective, analyzing 21 short interviews and 21 days of shadowing seven leaders, alongside interactive analyses with management teams in four manufacturing SMEs. A four-step analysis of 2125 activities revealed four categories of managerial work, with unplanned activities accounting for 52% of work time, highlighting the complexity and ad-hoc nature of managerial work. Internally initiated unplanned managerial work was crucial for tacit knowledge conversion. If policymakers want to support lifelong learning initiatives and strengthen innovation capabilities in manufacturing SMEs, they need to encourage the unplanned aspect of managerial work, as it is crucial for knowledge creation, fostering the evolutionary aspect of organizational learning and enhancing innovation capabilities.

Place, publisher, year, edition, pages
Taylor & Francis, 2024
Keywords
Managerial work, knowledge creation, innovation capabilities, manufacturing SMEs, unplanned work
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-60637 (URN)10.1080/09537287.2024.2416502 (DOI)001339509800001 ()2-s2.0-85207186335 (Scopus ID)HOA;;1761866 (Local ID)HOA;;1761866 (Archive number)HOA;;1761866 (OAI)
Note

Included in doctoral thesis in manuscript form.

Available from: 2023-06-02 Created: 2023-06-02 Last updated: 2024-11-04
Stolt Olsson, H., Engström, A., Edh, N. & Diószegi, A. (2024). Work-integrated learning in collaborative research projects: For whom and for what?. In: Abstract book WIL Conference 2024: 2nd International conference on Work-Integrated Learning. Paper presented at WIL Conference 2024 (WIL24): 2nd International conference on Work-Integrated Learning, 3-5 April 2024, Bloemfontein, South Africa (pp. 12-12).
Open this publication in new window or tab >>Work-integrated learning in collaborative research projects: For whom and for what?
2024 (English)In: Abstract book WIL Conference 2024: 2nd International conference on Work-Integrated Learning, 2024, p. 12-12Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

The interest in collaborative research projects between industry and academia is growing, but the understanding of knowledge creation and how work-integrated learning takes place between these arenas, requires further attention. A deeper understanding of collaborative research projects and the learning processes is needed since interactions between industry and academy show both complicated and complex patterns. The study is based on a qualitative, explorative approach. Seven company representatives were interviewed concerning their experiences of collaboration with the academy. The results shows that the company participants’ competence level is crucial concerning motivation and abilities to contribute to the collaborative results. The communication between the academics and the practitioners is mainly performed by top-down processes, which gives advantages in the learning process to practitioners with high academic knowledge. A model is presented showing possible ways to increase the learning process, from top-down processes to bottom-up, that will include all the participants regardless of competence. To attract academics and company partners in participating in collaborative projects, this paper shows that it is essential that the project management is knowledgeable about individual participants’ knowledge level and take this into account when jointly designing the project setup.

Keywords
Knowledge creation, collaboration, industry-academy, participant competence
National Category
Engineering and Technology Pedagogy
Identifiers
urn:nbn:se:hj:diva-66760 (URN)
Conference
WIL Conference 2024 (WIL24): 2nd International conference on Work-Integrated Learning, 3-5 April 2024, Bloemfontein, South Africa
Available from: 2024-12-16 Created: 2024-12-16 Last updated: 2025-01-14Bibliographically approved
Engström, A., Johansson, A., Edh Mirzaei, N., Sollander, K. & Barry, D. (2023). Knowledge creation in projects: an interactive research approach for deeper business insight. International Journal of Managing Projects in Business, 16(1), 22-44
Open this publication in new window or tab >>Knowledge creation in projects: an interactive research approach for deeper business insight
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2023 (English)In: International Journal of Managing Projects in Business, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 16, no 1, p. 22-44Article in journal (Refereed) Published
Abstract [en]

Purpose The purpose of this paper is to shed light on different types of knowledge created and how this links to the project design, process, and content. Design/methodology/approach In this paper the authors investigate participants' experiences from a three-year interactive research project, designed to trigger reflection among the participants. They apply a knowledge creation perspective on experiences expressed by participants as a result of different research project activities. Findings The study resulted in five categories of insights with potential for sustainable influence on the participating organizations: an understanding of concepts and theories; an understanding of the impacts of collaborative, reflective work processes; an understanding of the meaning of one's own organizational context; an understanding of the importance of increased organizational self-awareness; and an understanding of the potential for human interaction and communication. Practical implications The author's findings suggest that it is possible to design a project to promote more profound and sustainable effects on a business beyond the explicit purpose of the project. They advise practitioners to make room for iterative reflection; be mindful to create a trustful and open environment in the team; challenge results with opposing views and theories; and make room for sharing experiences and giving feedback. Originality/value This study contributes to unraveling key practices which can nurture conditions for knowledge creation in interactive research projects and business projects alike.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2023
Keywords
Practice-based research, Collaborative research, Knowledge creation, Qualitative research, Project management
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-58196 (URN)10.1108/IJMPB-09-2021-0233 (DOI)000834362300001 ()2-s2.0-85149270071 (Scopus ID)HOA;intsam;1687423 (Local ID)HOA;intsam;1687423 (Archive number)HOA;intsam;1687423 (OAI)
Funder
Knowledge Foundation, KK20170312
Available from: 2022-08-15 Created: 2022-08-15 Last updated: 2023-03-21Bibliographically approved
Engström, A., Edh Mirzaei, N. & Simonsson, J. (2022). A learning perspective on the interdependency between technology-driven and managerial- driven AI-transformation. In: International Conference on Work Integrated Learning: Abstract Book. Paper presented at WIL'22 International Conference on Work Integrated Learning, 7-9 December 2022, University West, Trollhättan, Sweden (pp. 122-124). Trollhättan: University West
Open this publication in new window or tab >>A learning perspective on the interdependency between technology-driven and managerial- driven AI-transformation
2022 (English)In: International Conference on Work Integrated Learning: Abstract Book, Trollhättan: University West , 2022, p. 122-124Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Introduction

Moving from manual, to automated, to connected AI operations systems implies a significant transformation in the organisation of work (European Parliament, 2015:8) (Brock & von Wangenheim). To understand these “realistic AI” processes, to build competence for certain tasks. it is crucial to understand what organisational competencies that are needed and how to organize knowledge creation processes in practice (Ellström, 2001) Schön used the concept of “knowing–in-action” is nonreflective and solving most everyday practical problems, here understood as executional learning (Engström & Wikner, 2017). Thus, this knowing, according to Schön (1983), is not enough to meet more complex situations. To be aware of tacit knowledge, we need to distance ourselves and learn to reflect. More complex, uncertain and unclear tasks require “knowing-on-action” and collaboration between several competences to create new knowledge or to reach a new solution here understood as developmental learning (Engström&Wikner).. Anton et al. (2020) state that in many organisations there is a lack of AI-related competencies that prevent development of the full AI potential. For the development of the field, it is important to study the dynamic interplay between advanced technology and the social side of work from a learning and competence perspective. Therefore, this paper aims to explore how industrial organisations understand their competencies in relation to AI transformation from a knowledge creation perspective.

Research method

The study was part of a collaborative research project with an interdisciplinary research team and representatives from five industrial partners. In four-month cycles the industrial partners engaged in “homework” presented, analysed and discussed in common workshops. For this study, the homework was guided by the DIGITAL approach (Brock & von Wangenheim, 2019) and based on the explanatory model (Anton et al., 2020). The industrial partners studied how resources and competencies related to specific organisational tasks in their own organisations could be identified and defined. To aid the data collection (that was done by the industrial partners themselves) a framework capturing Anton et al.’s (2020) 13 dimensions of competencies (Leadership, Communication, Customer-focused decision making, Business development, Data science/STEM, Agile software development, Initiative and engagement, AI technology, Programming, Digital analysis tools, Data and network technology, Digital competencies, and Data management) was used. For each dimension the partners assesses the competence level: Competence central to the process; Competence exists internally; Competence partly exists internally; Competence does not exist internally; Competence can be gained by development internally; Competence needs to be sourced externally. These were in line with Brock & von Wangenheim’s (2019) logic that managers when starting AI project should do “internal resources check”. The data was analysed in four steps. First, focus group data was analysed by the facilitators at each industrial partner. Second, the competence mapping was analysed by the “working groups” at each industrial partner. Third, the transcribed data from the two industrial partners used in this paper were reviewed individually by t he authors. Fourth, the cross-disciplinary group of authors from both academia and industrial partners gathered for a common analysis session. This session primarily focused on the data from the competence mapping but also cross-checked with the input from the cross-functional focus groups to triangulate the outcome. During the common analysis the conceptual framework presented in the discussion section was developed through iterations between the theoretical framework based on the findings by Anton et al. (2020), and the data from the project.

Findings

The preliminary findings show differences among the industrial partners in how they view their own competencies. For some organisations organisational structures are in place, e.g., dedicated AI Labs, where the work with understanding the benefits and usage of the technology is ongoing on a rather advanced level. In other organisations the work has just been initiated. Overall, all representatives stress the importance of top management support and the need for dedicated forums. Among the organisations that have come the farthest in their AI transformation the structure given by the proposed framework is not enough. They emphasise the need to further frame it into also understanding what the competence is associated with and why it is needed. They view the leadership as almost having to have an evangelistic approach to it, where it does not seem to be enough with “only” technical experts. A conceptual framework, consisting of the relationship between the two dimensions: the managerial competencies and the technical competencies, is developed (Figure 1). The managerial competencies dimension concerns organisation and organising. The technical competencies dimension on the other hand captures the complexity level of the technology that is needed, the system of systems. The diagonal illustrates the relationship between these two dimensions, that is, the relation between technological complexity and organisational ability. The lower part of the diagonal captures isolated, simple processes (presumably internal) while the upper part of the diagonal captures integrated, complex processes (presumably primarily related to external parts and/or actors).. For high levels of technical complexity that requires high levels of technical competencies within the organisation the organisation also needs to advance the managerial competencies and the developmental learning processes. However, while in the long-term perspective we suggest that going off the diagonal will be inefficient and ineffective, hence, waste, it might be needed to do that temporarily, as the organisation develops. We believe that this developmentcan be either technology-driven or organisation-driven.

The proposed conceptual framework is intended to help organisations plot their own current position based on the two dimensions and identify what changes are needed to reach the diagonal. It can also be used to define where on the diagonal the organisation ultimately wants to end up. It is not relevant for all companies or even for all sectors overall to be at the top right side. We believe that AI transformation cannot be approached as either technologydriven or managerial-driven, but as an e interdependent process of both dimensions.

Place, publisher, year, edition, pages
Trollhättan: University West, 2022
Keywords
Artificial intelligence, Transformation processes, Competencies, Work-integrated learning
National Category
Learning Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-59791 (URN)978-91-89325-30-2 (ISBN)
Conference
WIL'22 International Conference on Work Integrated Learning, 7-9 December 2022, University West, Trollhättan, Sweden
Available from: 2023-02-10 Created: 2023-02-10 Last updated: 2023-02-10Bibliographically approved
Engström, A., Pittino, D., Johansson, A., Mohlin, A. & Edh Mirzaei, N. (2022). How AI Transformation triggers new perspectives in organizational learning. In: : . Paper presented at OLKC conference 2022, 7-9 September, 2022, Trollhättan, Sweden.
Open this publication in new window or tab >>How AI Transformation triggers new perspectives in organizational learning
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2022 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-58644 (URN)
Conference
OLKC conference 2022, 7-9 September, 2022, Trollhättan, Sweden
Available from: 2022-10-17 Created: 2022-10-17 Last updated: 2022-10-17Bibliographically approved
Engström, A., Mohlin, A., Edh Mirzaei, N., Pittino, D. & Johansson, A. (2022). Understanding Organizational Tensions During Artificial Intelligence Transformation. In: : . Paper presented at EURAM 2022, Leading Digital Transformation, 15-17 June 2022, Zürich, Switzerland. (1)
Open this publication in new window or tab >>Understanding Organizational Tensions During Artificial Intelligence Transformation
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2022 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-58643 (URN)
Conference
EURAM 2022, Leading Digital Transformation, 15-17 June 2022, Zürich, Switzerland
Available from: 2022-10-17 Created: 2022-10-17 Last updated: 2022-10-17Bibliographically approved
Engström, A., Mohlin, A., Edh Mirzaei, N., Pittino, D. & Johansson, A. (2022). Understanding Organizational Tensions During Artificial Intelligence Transformation. In: Proceedings of The Annual Meeting of The Academy of Management, 2022, Vol. 2022, No. 1: . Paper presented at 82nd Annual Meeting of the Academy of Management, 5-9 August, Seattle, Washington, USA, 4-10 August 2022, Virtual Platform (pp. 12745). Academy of Management, Vol. 2022(1)
Open this publication in new window or tab >>Understanding Organizational Tensions During Artificial Intelligence Transformation
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2022 (English)In: Proceedings of The Annual Meeting of The Academy of Management, 2022, Vol. 2022, No. 1, Academy of Management , 2022, Vol. Vol. 2022, no 1, p. 12745-Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

AI has the potential to be a disruptive technology causing paradigm shifts in industries and greatly impacting both operational and strategic decision making. Adopting AI technologies requires proactively engaging both the technical and social system of the organization as processes, workflows, as well as individual employees, are influenced. This paper explores potential tensions between the social and technical systems in the early change process of AI transformation to understand the nature and degree of AI transformation. We do this by analyzing in-depth inquiry from 23 focus groups involving 112 white-collar industrial employees in large multinational industrial firms using a change management perspective. Our study revealed nine categories of tensions divided into tensions between the current and future state and tensions between humans and machines. This stresses the need to adopt a socio-technical perspective in the attempt to understand organizations approaching AI and provides practical implications for organizations considering adopting AI technologies.

Place, publisher, year, edition, pages
Academy of Management, 2022
Series
Academy of Management Proceedings, ISSN 0065-0668, E-ISSN 2151-6561 ; Vol. 2022, No. 1
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:hj:diva-58642 (URN)10.5465/AMBPP.2022.12745abstract (DOI)
Conference
82nd Annual Meeting of the Academy of Management, 5-9 August, Seattle, Washington, USA, 4-10 August 2022, Virtual Platform
Available from: 2022-10-17 Created: 2022-10-17 Last updated: 2022-10-17Bibliographically approved
Edh Mirzaei, N., Hilletofth, P. & Pal, R. (2021). Challenges to competitive manufacturing in high-cost environments: checklist and insights from Swedish manufacturing firms. Operations Management Research, 14, 272-292
Open this publication in new window or tab >>Challenges to competitive manufacturing in high-cost environments: checklist and insights from Swedish manufacturing firms
2021 (English)In: Operations Management Research, ISSN 1936-9735, E-ISSN 1936-9743, Vol. 14, p. 272-292Article in journal (Refereed) Published
Abstract [en]

Research on competitive manufacturing (CM) in high-cost environments has earlier indicated that firms struggle to remain competitive and that manufacturing operations often have been offshored to low-cost environments. The purpose of this research is to explore and create a compounded view of challenges related to both internal and external environments of firms when operating in high-cost environments. This issue has been investigated through a qualitative case study involving five manufacturing firms in Sweden. This research has empirically derived the challenges associated with sustaining CM in high-cost environments and developed a prescriptive checklist. Seven main categories of challenges have been identified, ranging from a micro level related to product characteristics and employee involvement, to a macro level related to supply chain collaborations and industry systems. This research contributes to the existing literature on CM in high-cost locations by explaining and detailing what constitutes challenges in this kind of environment.

Place, publisher, year, edition, pages
Springer, 2021
Keywords
Manufacturing location, Competitive manufacturing, Capabilities, Success factors, Challenges, Manufacturing industry
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-52564 (URN)10.1007/s12063-021-00193-0 (DOI)000651342200001 ()2-s2.0-85106333627 (Scopus ID)HOA;;744495 (Local ID)HOA;;744495 (Archive number)HOA;;744495 (OAI)
Available from: 2021-05-28 Created: 2021-05-28 Last updated: 2021-12-20Bibliographically approved
Engström, A., Barry, D., Sollander, K., Edh Mirzaei, N. & Johansson, A. (2019). Embracing the unplanned: Organizational ambidexterity within manufacturing SMEs. In: Academy of Management Proceedings: . Paper presented at 79th Annual Meeting of the Academy of Management (AOM) 2019, August 9-13, Boston, Massachusetts, USA. Academy of Management, Article ID 14906.
Open this publication in new window or tab >>Embracing the unplanned: Organizational ambidexterity within manufacturing SMEs
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2019 (English)In: Academy of Management Proceedings, Academy of Management , 2019, article id 14906Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Organizational Ambidexterity (OA)–the ability to simultaneously pursue exploration and exploitation–is increasingly being advocated as a way to gain competitive advantage. Most of the work on OA has focused on large, multi-divisional organizations, resulting in frameworks and prescriptions that have little utility for small to medium-sized enterprises (SMEs). With this in mind, we report on the first year of an exploratory, quasi-experimental study of ambidexterity within six small-to-medium manufacturing enterprises in Sweden. The research is characterized by an emic, ‘invented here’ approach, where companies closely examine their current exploration and exploitation practices, use their findings to formulate more advanced OA approaches uniquely suited to their values and circumstances, and iteratively apply and refine these over a four year period. It appears that the construct of ‘unplanned’ and associated sub-constructs such as ‘disturbance, crashes, and interruption’ could be an important key to framing and improving OA within these SMEs and perhaps more generally.

Place, publisher, year, edition, pages
Academy of Management, 2019
Series
Academy of Management Proceedings, ISSN 0065-0668, E-ISSN 2151-6561 ; 1
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-45623 (URN)10.5465/AMBPP.2019.14906abstract (DOI)
Conference
79th Annual Meeting of the Academy of Management (AOM) 2019, August 9-13, Boston, Massachusetts, USA
Available from: 2019-08-20 Created: 2019-08-20 Last updated: 2023-06-02Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-3133-1112

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