Search results

The paper aims to understand how the spread of coronavirus disease 2019 (COVID-19) influenced public employees' perception of smart working and how this approach was used during the pandemic. The authors asked about smart working's positive and negative aspects and how these changed during the pandemic.

The authors explored the strengths and weaknesses of smart working before and after COVID-19. The authors interviewed 27 Italian public employees who had experienced smart working before the pandemic. The questions and discussion aimed to broadly explore the strengths and weaknesses of smart working and smart working's impact on working performance, work relationships and work–life balance (WLB).

Smart working had a widespread and positive impact on organizational flexibility. Smart working improved the response and resilience of Italian public organizations to the pandemic. However, some critical factors emerged, such as the right to disconnect and the impact on WLB.

The authors suggest that the pandemic exposed the need for public administrations to consolidate work flexibility practices, such as smart working, by paying more attention to the impact of these practices on the whole organization and human resources management (HRM) policies and practices.

This study makes an important contribution to the literature on the public sector by discussing the positive and negative aspects of smart working. The study also provides managerial and policy implications of the use of smart working in public administrations.

This paper aims to explore the meaning of smart office environments from a user perspective by investigating user preferences and expectations.

Eleven semi-structured interviews with the users after moving into a smart office building of a Dutch Municipality and an observation as complementary data were conducted. The data were analysed based on the grounded theory and thematic analysis, combining a reflexive approach to the literature review.

Two main themes were revealed addressing user expectations and preferences for smart office environments: “enhanced interaction” with the social and physical office environment and “sense-making” of the smart concept (or smartness). Within these themes, basic and smart office aspects were identified and classified based on their association with smart office concepts or technology.

The findings reveal the meaning of the smart office concepts from a user perspective by highlighting the importance of user experience on enhanced interaction and sense-making of the smart office concept, equipped with basic and smart aspects.

To the best of the authors’ knowledge, this study is the first to qualitatively examine drivers underlying the meaning of smart office concepts from a user point of view. Organisations, environmental psychologists, designers and managers can use the findings of this study to develop guidelines for a successful smart office design.

This paper is premised upon an analysis of 26 cities within the UK regarding their smart city projects. Each city was analyzed through news articles, reports and policy documents to ascertain the level of each city's development as a smart city. Each was coded by separating the projects into five types, which were ranked on a scale from 0 (no plans for use) to 5 (project type in use). The most common types are the provision of open data and the creation of business ecosystems as the primary driver of the smart city. However, many councils and enterprises proclaim smartness before the technology is actually in use, making it difficult to separate what is utilised and what is under development. Therefore, this paper further carried out an analysis of 20 cities and their intended plans to usher in the smart city, to observe the expected emergence of smart city technology. This was achieved by interrogating various roadmaps and policy documents produced by the respective cities. It was found that the most prevalent form of emergent smart city technology is the rollout of 5G and increased educational programmes alongside a proliferation of internet of things and electric vehicle usage.

The purpose of this study consisted of an organisational development intervention in a growing small and medium-sized enterprises (SME) where the top management’s objective was to become an attractive workplace for the next generation of employees. The central problem is how to develop a smart working environment (SWE) based on the needs of this target group. The aim is both practical and theoretical.

The action research (AR) approach was used as a frame for the organisational learning process. The problem identification, targets and activities were developed in an iterative process together with the management team and employees. Starting from the main problem, a methodological plan was outlined for the intervention, including several instruments for collecting both qualitative and quantitative data. AR is an emergent process in which data, researchers and participants are equally contributing in deciding on the next steps to be taken.

The theoretical findings pertain to the definition of what an SWE is in this specific context and how it evolved during the intervention period. It is identified as expansive learning of the concept, which is illustrated through the iterative phases allowing for the expansion of understanding and implementing new ways of being, doing and relating in the organisation.

The results are based on a limited and contextually specific sample and are thus descriptive in relation to the organisation subjected to study. Further research is needed to see how the findings are transferable to other contexts.

This study highlights how participative approaches and managerial sensitivity to employees’ needs are valuable for defining and implementing an SWE and how this approach can improve organisational dynamics and contribute to organisational learning.

The study gives insight into factors that the new generation of employees finds most important at work. While prior research on SWE mostly focuses on efficiency and effectiveness framed by digitalisation and workspace, the present findings emphasise the importance of working with the socioemotional dimension at work for ensuring employee sustainability.

The purpose of this work is to bridge FL and blockchain technology through designing a blockchain-based smart agent system architecture and applying in FL. and blockchain technology through designing a blockchain-based smart agent system architecture and applying in FL. FL is an emerging collaborative machine learning technique that trains a model across multiple devices or servers holding private data samples without exchanging their data. The locally trained results are aggregated by a centralized server in a privacy-preserving way. However, there is an assumption where the centralized server is trustworthy, which is impractical. Fortunately, blockchain technology has opened a new era of data exchange among trustless strangers because of its decentralized architecture and cryptography-supported techniques.

In this study, the author proposes a novel design of a smart agent inspired by the smart contract concept. Specifically, based on the proposed smart agent, a fully decentralized, privacy-preserving and fair deep learning blockchain-FL framework is designed, where the agent network is consistent with the blockchain network and each smart agent is a participant in the FL task. During the whole training process, both the data and the model are not at the risk of leakage.

A demonstration of the proposed architecture is designed to train a neural network. Finally, the implementation of the proposed architecture is conducted in the Ethereum development, showing the effectiveness and applicability of the design.

The author aims to investigate the feasibility and practicality of linking the three areas together, namely, multi-agent system, FL and blockchain. A blockchain-FL framework, which is based on a smart agent system, has been proposed. The author has made several contributions to the state-of-the-art. First of all, a concrete design of a smart agent model is proposed, inspired by the smart contract concept in blockchain. The smart agent is autonomous and is able to disseminate, verify the information and execute the supported protocols. Based on the proposed smart agent model, a new architecture composed by these agents is formed, which is a blockchain network. Then, a fully decentralized, privacy-preserving and smart agent blockchain-FL framework has been proposed, where a smart agent acts as both a peer in a blockchain network and a participant in a FL task at the same time. Finally, a demonstration to train an artificial neural network is implemented to prove the effectiveness of the proposed framework.

Industry 4.0 (I 4.0) consists of numerous digital technologies applied in organizations strategically to add value to the customer. Different organizations have varying degrees of technological capability and strategic flexibility. This paper aims to explore the relationship between technological capability and strategic flexibility on successful implementation of I 4.0.

A qualitative study using a grounded theory approach is conducted on 34 senior managers from Europe and North America who have implemented I 4.0 participated in this study through a theoretical sampling frame.

This study finds that technological capability and strategic flexibility have an impact on the successful implementation of I 4.0. The study also finds that different dimensions of technological capability also impact I 4.0. The interactive effect of strategic flexibility and technological capability is also noted. The study also develops a framework for successful implementation of I 4.0.

This study can be used by managers while implementing I 4.0 to devise a strategic roadmap for acquiring technological capability with I 4.0 technologies. Besides, it will help the managers to consider the bidirectional relationship between technological capability and strategic flexibility while formulating I 4.0 strategy for successful implementation of I 4.0 in their organizations.

Previous studies have examined the importance of I 4.0 technologies. However, this study extends the previous works by suggesting how technological capability and strategic flexibility can help in the successful implementation of I 4.0.

Smart factory is the most important feature of the fourth industrial revolution in the manufacturing field. In this paper, we introduce smart factory solutions suggested by the major solution providers. Furthermore, we classify solutions by the category of three value-chain activities: product development activity, product manufacturing activity, and sales activity. In addition, the status-of-art and best practices of the smart factory solutions are introduced. To examine the current trends of smart factories, we classified the manufacturing industries into four groups based on two factors: product variety and production volumes, and suggest directions for the successful application of smart factories in each industry group. Finally, we suggest strategies to improve the actual manufacturing competitiveness of factories.