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Digitale Arbeit und Zusammenarbeit


Durch die Digitalisierung verändern sich die Arbeitsformen in Institutionen. Ein Forschungsschwerpunkt unseres Fachgebietes befasst sich mit dem Themengebiet der digitalen Arbeit und den damit einhergehenden Veränderungen der Arbeitsformen.


Es geht uns um die Analyse, Gestaltung und Erprobung neuartiger Arbeitsformen und Konzepte.

  • Wahrnehmung neuer Arbeitsformen in Bezug auf verschiedene Beteiligte
  • Einflussfaktoren für neue Arbeitsformen
  • Entwicklung digitaler Werkzeuge im Kontext neuartiger Arbeitsformen
  • Hybride Zusammenarbeitsformen von Mensch und Maschine
  • Modellierung von Zusammenarbeits-Prozessen
  • Entwicklung und Trends neuer Arbeitsorganisationsformen
  • Sichtweise und Rollen von Individuen, Teams und Organisation in der Aufarbeitung neuer Arbeitsorganisationsformen
  • Management von neuen Arbeitssystemen
  • Crowdsourcing/Crowdworking & Freelancing als neue Arbeitsform
  • Erforschung und Erprobung agiler Arbeitsformen
  • Erforschung der digitalen Transformation
  • Technologiegestütztes Erfassen von Feedback in agilen Arbeitsformen


Future Organization Report 2021

Was sind die Merkmale erfolgreicher Organisationen? Auf diese Frage geht der Future Organization Report 2021 ein. Er konzentriert sich auf die Idee der "Organizational Excellence" und was Organisationen tun können, um dieses Ziel zu erreichen.

Future Organization Report 2020

Der Future Organization Report  2020 fokussiert auf das agile Mindset der Mitarbeitenden und Bereiche, in denen Unternehmen noch kundenorientierter werden können.

Future Organization Report 2019

Der Future Organization Report 2019 gibt einen Überblick über Herausforderungen, Ansätze und Erfolgsfaktoren von agilen Transformationsprozessen.


The question of how to increase speed and flexibility in times of digital disruption is essential to virtually any company. While previous research focuses on agility as software development practice or as form for organizing start-ups, little knowledge exists about agility at enterprises and its implications. Agile practices are currently adopted at enterprises in large-scale. While first steps towards agility are made quickly, we observed that specific challenges emerge when enterprises adopt agile practices. Drawing on results of an explorative study with ten global companies and on socio-technical systems theory, we reveal that adopting agile practices has far-reaching implications on products, processes, technology, people, and structure. This study contributes to agility research with specific insights on enterprise agility and its implications. While enterprises need to increase speed and flexibility to master digital transformation, an early incorporation of the implications of adopting agile practices fosters its sustainable implementation.

Digital transformation poses critical challenges to organizations. The initial phase – the “fuzzy front-end“– in such a profound innovation process is often perceived as ill-defined and chaotic, yet it may have great impact on the outcome. However, managers struggle with initiating this process and prioritizing between different activities. Prior research has pointed out the importance of a digital transformation strategy, however, less emphasis is put on the activities that enact this strategy. Drawing on qualitative data from eleven organizations with an ongoing digital transformation program and by employing activity theory, we delineate nine patterns of typical activities in the beginning of digital transformation. The prioritization of these activities reveals five approaches – centralized, bottom-up, IT-centered, innovation-centered, and channel centered. The results contribute to a better understanding of the initial phases of digital transformation for practitioners and complement prior research on digital transformation strategy with deeper insights on typical activities and approaches.

get_appChristoph Peters, Paul Maglio, Ralph Badinelli, Robert R. Harmon, Roger Maull, James C. Spohrer, Tuure Tuunanen, Stephen L. Vargo, Jeffrey J. Welser, Haluk Demirkan, Terri L. Griffith, Yassi Moghaddam
Wissenschaftlicher Artikel
This paper examines emerging digital frontiers for service innovation that a panel discussed at a workshop on this topic held at the 48th Annual Hawaii International Conference on System Sciences (HICSS). The speakers and participants agreed that that service systems are fundamental for service innovation and value creation. In this context, service systems are related to cognitive systems, smart service systems, and cyber-physical systems and depend on the interconnectedness among system components. The speakers and participants regarded humans as the central entity in all service systems. In addition, data, they saw personal data in particular as key to service systems. They also identified several challenges in the areas of cognitive systems, smart service systems, cyberphysical systems, and human-centered service systems. We hope this workshop report helps in some small way to cultivate the emerging service science discipline and to nurture fruitful discussions on service innovation.

In 2011, the CEO of Atos, Thierry Breton, announced an unprecedented move for Atos. The global information services giant become a 'zero' email company with the objective of eradicating internal e-mail use and replacing it with blueKiwi - enterprise social network software. This case serves to teach the challenges and key lessons behind the social collaboration transformation in a large organisation where 76,000 employees switched to a new mode of collaboration. The approach of how to become a 'zero' email company is detailed, highlighting the importance of the first-order and second-order change. The case helps to understand what it takes to shift organisational culture and employee mindset, as well as what challenges and barriers need to be overcome to make such an important step on a large organisational scale.