Michiel Bal, Lander Vermeerbergen and Jos Benders
This paper aims to identify why warehouses do or do not succeed in putting to use digital technologies for order picking.
Abstract
Purpose
This paper aims to identify why warehouses do or do not succeed in putting to use digital technologies for order picking.
Design/methodology/approach
Building on structuration theory, the authors investigate the situated use of one such a digital technology, more particularly the head-worn display (HWD). Based on a most-similar comparative case study of two Belgian warehouses pioneering HWDs, the authors focus on whether and how order pickers and their manager interact to modify the properties, functionalities, and the context in which the HWD is used.
Findings
In one warehouse, using the HWD was discontinued after implementation. In the other, order pickers and the order pickers' manager succeeded in implementing the HWD into their work. The authors find that the prime explanation for these opposite findings lies in the extent to which order pickers were given room to improve the properties and functionalities of the HWD as well as the conditions that unfold in the HWD's use context. In the latter warehouse, pressing issues were overcome and improvement suggestions were implemented, both regarding the HWD itself as well as regarding the job-related and person-related conditions.
Originality/value
Theoretically, the authors contribute to the situated use of technology stating that (1) giving room to alter the use of digital technologies, and (2) fostering continuous employee participation regarding conditions stemming from the use context are necessary to realize the promising and unexploited potential of digital technology in practice. Empirically, this paper exposes distinct types of interactions that explain whether and how digital technologies, in particular HWDs, are put to use for order picking practices.
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Yennef Vereycken, Monique Ramioul, Sam Desiere and Michiel Bal
Recent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the relationship…
Abstract
Purpose
Recent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the relationship between Industry 4.0 and three HR practices: i.e. employee involvement, job design and skill development.
Design/methodology/approach
We use data of the European Company Survey (ECS) (2019). This nationally representative survey in the EU28 gathers data on workplace practices among managers from establishments employing at least 10 employees. We focus on 5,609 establishments in the manufacturing sector.
Findings
Firstly, employee involvement shows a strong positive correlation with Industry 4.0, irrespective of the digital technology used, country or firm size. Secondly, weak but significant correlations are found with increasing job complexity and skill development.
Research limitations/implications
Research should engage in fine-grained analyses of the alignment between particular digital technologies and their respective HR practices.
Practical implications
Our results stress the importance of involving employees during the implementation of Industry 4.0.
Originality/value
Despite frequent acknowledgement across Industry 4.0 roadmaps and maturity models, the predictions for HR practices are empirically incomplete and theoretically inconclusive.
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Posits that work‐family issues have received research attention during the last two decades. Discusses work‐family conflict stating this usually involves lack of job and family…
Abstract
Posits that work‐family issues have received research attention during the last two decades. Discusses work‐family conflict stating this usually involves lack of job and family satisfaction, with more inner‐family conflicts. States a number of companies have shown promise on the work‐family challenge.
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Investigates three aspects of human resource management facing future challenges, personnel, technology and globalization. Suggests that the human resource professionals in a…
Abstract
Investigates three aspects of human resource management facing future challenges, personnel, technology and globalization. Suggests that the human resource professionals in a successful business must be able to attract and retain individuals who have the ability to manage a globally responsive business. Covers the use of technology for competitive advantage; advocates global strategies in operations management and empowerment of the individual.
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Joe Sanderson, Ali Esfahbodi and Chris Lonsdale
A lack of sourcing-specific team research prevents a full understanding of sourcing teamwork effectiveness (STE). Moreover, the limited purchasing and supply management (PSM) team…
Abstract
Purpose
A lack of sourcing-specific team research prevents a full understanding of sourcing teamwork effectiveness (STE). Moreover, the limited purchasing and supply management (PSM) team literature often tends to focus on an aggregate group level. The paper makes a step towards adopting an individual actor perspective on teamwork effectiveness with an emphasis on the context of sourcing, explicating the effects of team-member knowledge, skills and abilities (KSAs), and examining how these relationships are moderated by a common learning experience of strategic sourcing masterclass.
Design/methodology/approach
Based on a cross-sectional survey, this study analyses a sample of 90 sourcing team members from a global aerospace manufacturing company using hierarchical regression analysis.
Findings
The results suggest that four of the five KSAs positively and significantly affect STE; the exception was collaborative problem solving. Masterclass learning outcomes were found to positively moderate the effects of these KSAs on STE, again exclusive of the collaborative problem-solving KSA.
Research limitations/implications
Cross-sectional design focused only on the aerospace sector may affect generalizability. Further, longitudinal research designs would capture the effects of the common learning experience over an extended period.
Practical implications
Sourcing team members could be selected based on having KSAs which significantly affect teamwork effectiveness. Training and development for sourcing teams should combine guided reflexivity and cross-training to deliver learning outcomes that create similar team mental models.
Originality/value
The study provides an individual team-member perspective on the functioning of sourcing teams which is absent in the extant research. It contributes to the very limited research base on skills in PSM.