=Paper=
{{Paper
|id=Vol-2749/paper9
|storemode=property
|title=Work Systems in the Context of Digital Work
|pdfUrl=https://ceur-ws.org/Vol-2749/paper9.pdf
|volume=Vol-2749
|authors=Katharina Goltz
|dblpUrl=https://dblp.org/rec/conf/ifip8-1/Goltz20
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==Work Systems in the Context of Digital Work==
https://ceur-ws.org/Vol-2749/paper9.pdf
Work systems in the context of digital work
Katharina Goltz
University of Rostock, Albert-Einstein-Str. 22, 18059 Rostock, Germany
Katharina.goltz@uni-rostock.de
WWW home page: https://www.wirtschaftsinformatik.uni-rostock.de
Abstract. The article gives an overview of research in the field of digital
work and the terminology used there. Using a literature analysis, the
characteristics of digital work are shown and related to the work system
according to Alter. Alter’s work system theory is an established approach
in business informatics. The results of the elaborations show that the
use of digital technologies has enabled a completely new way of working.
Digital work is not only characterized by working on digital devices, but
also by flexibility, new forms of work and an agile corporate culture.
Especially participants in a work system are affected by digital work
due to the features mentioned. But processes and the customer can also
benefit from it.
Key words: Digitalization, literature review, digital work, work sys-
tems
1 Introduction
Artificial intelligence, Internet of Things, Blockchain and Cloud Computing are
examples of new technologies that have emerged in recent years as a result of dig-
italization. The core of the digitalization is networking of products and processes
and connection of the physical and virtual worlds. The technical foundation is
the conversion of analog to digital data that can be used and distributed by
numerous actors in networked systems [1]. Digital technologies entail new chal-
lenges in all areas of daily life. One of the new challenges is the change in the
world of work towards digital work or ”Arbeit 4.0”. To evaluate the changes, it
is recommended to consider ”work” as a system. In this way, all components of
”work”, such as man, machine and information to be processed, can be included
in the considerations. A long-established approach of such a system in business
informatics is the work system of Alter [2].
In this context, the present contribution aims to determine the current state
of research on the topic of ”digital work”. For this purpose, 2 research questions
have been formulated.
RQ1: What features does ”digital work” have and by which systems is it
supported? The aim is to find out how ”digital work” is defined and from when
on ”work” can be called ”digital work”. For example, is the use of a computer
already sufficient criterion? In addition, research will be conducted to find out
Copyright © 2020 for this paper by its authors. Use permitted under Creative Commons License Attribution 4.0 International (CC BY 4.0).
102
which other systems and techniques, in addition to the classic computer, are still
necessary to carry out work digitally.
RQ2: How does digital work influence the work system of Alter [2]? In the
work system framework, according to Alter, nine elements are used which mainly
emphasize the business concerns of a company and largely neglect IT. In this
paper, we will therefore examine how digital work affects each of these elements.
In order to answer these research questions, a systematic literature analysis
will be carried out first (Section 2) to find out the characteristics and prerequi-
sites of digital work. The result (Section 2.2) shows that in addition to working
with digital devices and the corresponding infrastructure to use them efficiently,
aspects of digital work also include an appropriate corporate culture and media
skills of employees. Section 3 will then look at the work system by Alter [2] and
consider it under the influence of digital work. Especially the participants of
the work system are affected by digital work. As new technologies influence the
processes and activities in a system, the work of the participants who carry out
the processes is also influenced. Section 4 discusses the limitations of our work.
In the last section the main findings are summarised again and an outlook on
future research is given (Section 5).
2 Characteristics and requirements of digital work
A systematic literature analysis is carried out to examine the characteristics and
requirements of digital work. This chapter describes the exact procedure and the
results.
2.1 Systematic literature review
The so-called snowballing approach by C. Wohlin [3] was used in the literature
analysis. The databases dblp, Scopus and AIS eLibrary (AISeL) were searched
using the search terms “digital work”,“work 4.0” 1 , “new work”, “Digitale Ar-
beit” and “Arbeit 4.0”. The search terms refer to title, abstract and the key-
words. As there were many hits (over 500), especially with Scopus, the search
in this database had to be limited. Thus, ”digital work” and ”new work” were
supplemented by the attributes ”enterprise OR company OR business OR cor-
poration”. This made sense as we are particularly interested in the role of digital
work in companies. Educational institutions or medical facilities were not our
focus at first. Furthermore, the search in the database dblp was limited to ”dig-
itale Arbeit” and ”Arbeit 4.0” only, as the other search terms generated several
thousand hits. The problem with dblp is that search terms cannot be further re-
stricted. Thus, all contributions which contain the words ”new” and ”work”, for
example, are displayed even if they are not related. Nevertheless, this database
1
When evaluating the literature, it turned out that “work 4.0” is not a term used in
English-speaking countries. ”Arbeit 4.0” is a pure term from German literature and
therefore cannot be translated 1:1.
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was used because it is often referred to especially in the German speaking com-
puter science. Table 1 gives an overview of the number of hits per database and
search term achieved in June 2020.
Table 1. Number of hits per database and search term
Database Searchterm Results
dblp Digitale Arbeit 27
dblp Arbeit 4.0 16
scopus TITLE-ABS-KEY ( Arbeit 4.0 ) 28
scopus TITLE-ABS-KEY ( digitale AND arbeit ) 19
scopus TITLE-ABS-KEY ( digi* AND ”New work” AND ( enterprise 37
OR company OR business OR corporation ) )
scopus TITLE-ABS-KEY ( ”digital work” AND ( enterprise OR com- 88
pany OR business OR corporation ) )
scopus TITLE-ABS-KEY ( ”work 4.0” ) 44
AISeL abstract:( ”new work” ) AND abstract:(enterprise OR company 4
OR Business OR corporation)
AISeL abstract:( ”digital work” ) AND abstract:(enterprise OR com- 10
pany OR Business OR corporation)
AISeL abstract:( ”digitale arbeit” ) OR abstract:(”Arbeit 4.0”) 1
The initial search produced 274 results. The results were assessed on the ba-
sis of their titles and abstracts using predetermined criteria. Since the literature
analysis is intended to provide an overview of the characteristics of digital work,
posts that were focused on one area, such as employee qualifications or occu-
pational safety were rejected. After the first screening, 44 contributions could
be identified. From these results, a start set of four contributions [4, 5, 6, 7]
was selected and then used for the backward and forward search. In backward
snowballing, the reference lists of articles already found to be relevant were used
to identify additional articles. In forward snowballing, the identification of new
papers referred to the papers citing the paper under investigation. The citation
references were identified using Google Scholar. This process was repeated with
each new paper found to be relevant until no more new articles could be iden-
tified. The four contributions in the start set focus on different areas of digital
work. Lindner et al. [6] have also carried out a literature analysis and defined the
various terms around digital work, so it can be assumed that this contribution
is well suited for backward searches. Hofmann and Günther [5] give an overview
of Work 4.0 and its drivers as well as new forms of organization and work that
arise from it. Dittes et al. [4], on the other hand, provide practical examples
of how three different companies have introduced digital work and present the
challenges of the introduction. Mrass et al. [7] provides a list of tools that exist
in the area of digital work. Thus, the four contributions provide an input on
different topics in the context of digital work.
104
2.2 Evaluation of the results of the literature review
According to Schwemmle and Wedde [8], digital work is defined as work with dig-
ital tools on digitized work objects. Thus, digital work describes work that is only
made possible by digital technologies [9]. Digital technologies primarily refer to
information and communication technologies such as computers, smartphones,
etc.. Thus, digital work affects everyone who works at computers, in networks
and with information [9]. Consequently, digital work can be characterised by
the increased use of technology, digital communication, Internet use and mo-
bile working [9]. If you look at the terms ”digital work” you will involuntarily
come across other terms that describe the work of the future and are strongly
influenced by digitalization. Lindner et al. [6] give an overview of the various
terms (among others): ”Arbeit 4.0”, New Work, digital workplace. ”Arbeit 4.0”
is the generic term for the future of the work [6]. This is influenced by digital-
ization, globalization and individualization [10]. ”Arbeit 4.0” has a long range
and, in addition to technological aspects, also includes topics such as qualifying
employees and changing management principles [5]. New Work, on the other
hand, describes the flexibilization of work places and times, ”Work where you
want, when you want and with whom you want” [6]. New Work is thus a part of
”Arbeit 4.0”, which is also based on the flexibilization of the work [10]. ”Arbeit
4.0” also deals with the new or further development of the knowledge workplace.
This demands and needs technological support [11] through digitalization and
thus transforms it into a digital workplace.
”Arbeit 4.0”, New Work, digital workplace / digital work are terms with differ-
ent meanings, but they all have one thing in common. They are the future of
work and one of their main drivers is digitalization. For this reason, we will use
the terms synonymously in the following and use all the subject areas of future
work to identify the characteristics of digital work.
The characteristics already mentioned (use of technology, digital communication,
internet use and mobile working) are only a small part of the characteristics that
define digital work. Digital work is more than just working on a computer or
using new IT [4]. In the literature, the following additional features occur re-
peatedly, and will be discussed below:
– flexibilization of place of work and working hours
– collaboration with virtual teams
– new forms of work, such as home office or crowdworking
– specific requirements for the competences of employees
– agile Corporate Culture
Making work more flexible means being independent of place and time and
thus being mobile [10]. For example, instead of working in the office, there is the
option of working from home (home office). In order to be able to implement
this flexible work design, the appropriate IT infrastructure must be available. 2
2
It should be noted that not every workplace has the potential for flexible work
design. This is particularly possible in office and knowledge work [12]
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Access to essential work materials, data and information must be guaranteed. For
this purpose, high-performance networks and end devices as well as the necessary
software must be available [5]. If work usually takes place in teams or if there is
regular coordination with colleagues, the prerequisites for effective collaboration
in virtual teams must also be created. In this case, Lindner [13] suggests the
following basic equipment: software for communication and collaboration (e.g.
e-mail, chat programs, tools for joint document processing), software for task
and process tracking, software for knowledge documentation as well as options
for holding virtual meetings.
If these prerequisites are in place, completely new forms of work can be used
in the world of work. In addition to home office, crowdworking and coworking
spaces are among the new trends. In crowdworking, the employee increasingly
becomes an entrepreneur of himself, and is enabled to temporarily participate in
changing project-related work using Internet platforms (Durward et al. quoted
in [5]). It does not matter where the crowdworkers are doing their work. One
possibility would be renting a coworking space. Here, individuals rent a work-
place for short or long periods of time and can flexibly book and use central
infrastructures such as meeting rooms [14].
However, these new possibilities that digital work brings with it also place
new demands on the employees. Media competence is becoming a key compe-
tence in the digital world of work [14]. Simply using the various tools is not the
only challenge. The users need an understanding of the advantages and disadvan-
tages of the applications in order to be able to determine the specific application
scenarios [15]. In addition to these competencies, the ability to cooperate and
communicate, as well as independence and planning competence, are required
since the employees have to find their way around new forms of cooperation
[16]. But not only the employees, also the management level has to adapt to the
new working conditions. The increased flexibility, in particular, places higher
demands on the superior’s communication behavior [14]. The requirements for
corporate culture have changed as well. Companies that are strictly hierarchi-
cally organized are becoming less and less important [14].
Due to the increasing competitive dynamics, companies must be able to react
quickly to changing conditions. For example, the customer’s requirements are
constantly changing and it is necessary to break through strictly planned work
or project processes and much rather create fast (intermediate) products in fast
iteration loops, which are then tested on the real customer. In this process, the
decision-making powers from classic hierarchies are placed as close as possible
to the operatively responsible employees in order to enable a greater degree of
self-control in the sense of short-term responsiveness [5].
3 The Work System Theory
Work System Theory (WST) is a long-established approach in business informat-
ics that aims to support practitioners in the analysis and design of information
106
systems in organizations, taking into account both technical and business as-
pects. The literature analysis in Section 2 has shown that digital work cannot
be reduced to IT alone, nor to business or individual aspects. A holistic system
view is also advantageous here, which is why the following section will examine
the suitability of WST for the analysis and design of systems for digital work.
After a presentation of the WST approach, we will discuss on which aspects of
a WST the special characteristics of digital work have an influence and which
possibilities are conceivable for its realisation.
3.1 The Work System Framework
According to Alter [2], a work system is a system in which human participants
and / or machines perform work using information, technology and other re-
sources in order to produce certain products or services for customers. Typical
business organizations contain work systems that source materials from suppli-
ers, manufacture products, deliver products to customers, prepare financial re-
ports and perform many other functions. Almost all systems in the value chain
are IT-supported work systems. Alter [2] has set up a work system framework,
which consists of 9 elements, as can be seen in Figure 1.
Fig. 1. The Work System Framework according to Alter [2]
Participants are people who perform work within the work system. It does not
matter whether the work is IT-supported or not [17, 2].
Information is used or created by the work system. Information is expressed as
information units that are used, created, recorded, transferred, stored, retrieved,
manipulated, updated, displayed and/or deleted by processes and activities. The
distinction between data and information is not important for understanding a
work system, since only the information that is used or processed by the work
system is mentioned [17].
107
Technologies are essential components of a work system. Technologies include
both tools used by work system participants and automated agents, hard-
ware/software configurations that perform fully automated activities [17].
Processes and activities take place in the work system to produce products or
services for customers. A work system must contain at least one activity. Other-
wise, it does nothing. Alter deliberately uses the term ”processes and activities”
because this is where activities are performed that may or may not have a de-
fined beginning and end and therefore do not meet the definition of ”process”
[17, 2].
Products and services are the results of a work system that are produced for the
benefit or advantage of customers [17].
Customers are recipients of products and services. A distinction is made be-
tween internal and external customers. Internal customers are employees of the
company who are, for example, work system customers of the payroll system.
External customers are customers of the enterprise [17].
Environment includes the relevant organizational, cultural, competitive, techni-
cal, regulatory and demographic environment in which the work system functions
and which influences the effectiveness and efficiency of the work system [17].
Infrastructure includes relevant human, informational and technical resources
that are used by the work system, but managed outside the work system and
shared with other work systems [17].
Strategies that are relevant to a work system include the corporate strategy, the
organizational strategy, and the work system strategy [17].
Processes and activities, participants, information and technologies are viewed
as completely in the work system. Customers and products / services can be
partly inside and partly outside the work system. Environment, infrastructure
and strategies are seen as largely external, although they have a direct impact on
the work system. The arrows within the work system indicate that the elements
should be coordinated [2].
3.2 Analysis of the characteristics of digital work in the context of
Work Systems
When looking at the work system according to Alter [2] in connection with
digital work, the first step is to focus on the “inner circle” of the work system.
The elements within the work system, i.e. participants, information, technologies,
processes and activities, products / services and customers serve as a concept
for coping with the changes within the organization that are triggered by new
digital technologies [18].
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Above all, digital work brings about changes for the participants. Alter delib-
erately uses the term ”participant” instead of ”user” in his framework to make
clear that the participants considered in the work system do not necessarily use
a computer for their work [2]. In the context of digital work, however, this as-
pect needs to be revised. In digital work, the use of a computer is essential and,
accordingly, all participants are also users of software and hardware. By using
appropriate software, such as content management system, and hardware, such
as notebooks instead of stationary PCs, work can be made more flexible. The
information needed to carry out processes and activities can be accessed inde-
pendently of location and time through technologies such as cloud computing,
allowing employees to carry out work activities outside of the company without
major restrictions [5]. Due to new forms of work such as crowd-working, the
participants in the work system do not even necessarily have to be employees of
the company. Media, verbalisation and visualisation skills as well as the ability
to deal with a new form of increasingly indirect and accelerated communication
[12] are among the skills that participants in the work system need to learn
in order to be able to work together with other participants in the same sys-
tem virtually, independent of time and place. But not only competence in using
communication tools must be learned by the participants. New techniques make
processes and activities more and more complex. On the one hand, this implies
the possibilities for optimising workflows and increasing the efficiency and effec-
tiveness of work processes [12], but on the other hand, it also means that the
participants must be trained in the use of these new techniques. An agile corpo-
rate culture also means that employees are given more decision-making powers
so that they can react immediately to new customer requirements. As customer
requirements are constantly changing, a strictly hierarchical organisation and
strictly planned processes must be avoided [5]. Shorter product cycles and faster
innovation cycles [12] require a certain agility in processes and activities. New
products or intermediate products must be created in fast iteration loops, which
can then be tested directly at the customer [5]. The customer relationship or
the importance of the customer in the work system also changes. Customers are
better informed about competing products and expect their needs to be met
to a large extent by competent contact persons and individualised ”all-round
solutions”. Digitisation in particular offers immense potential for involving the
customer base in the product development process [12].
By looking at the elements in the outer circle of the work system, the in-
fluence of the agile corporate culture becomes particularly visible. The system
must be able to immediately perceive changes in the environment and react ad-
equately in the short term [5]. Extreme innovative ability and quick action are
prerequisites for successful existence in a market which is increasingly charac-
terised by international competitors [5]. The work system can also benefit from
the new forms of work, in which participants work in co-working spaces and thus
gain access to participants in other work systems of other companies and their
innovative ability [5]. These new forms of work, as well as flexibility, can reduce
costs, since fewer resources such as office space are required [4]. However, social
109
drivers also have an influence on the implementation of digital work. Younger
working people expect a modern working environment and make demands on
the compatibility of work and private life [5] and thus on new forms of work and
flexibilization.
For the implementation of digital work, corporate strategy, which is closely
related to the corporate culture, is decisive. The digitisation of individual depart-
ments or even the entire company should be anchored in the strategy, otherwise
digital work is hardly feasible.
3.3 Example of a Work System for digital work
In the following, a comparison between a process in which analogue work still
takes place to some extent and a purely digital work process will be presented. In
order to establish the connection to the Work System of Alter [2], the elements
are listed in brackets at the appropriate place. As an short example, a sub-
process (process and activities) of the production of switch cabinets (product)
in an SME is described. The process starts when the client (customer) places an
order. An engineer (participant) then prepares the schematic (information) in a
designated programme (technology). This is printed out and handed over to an
employee in the production department (participant). If the production employee
has to make adjustments to the plan, this is done by hand on the printout. The
print is then returned to the engineer, who enters the changes in the digital
planning tool. The customer only sees the changes on the final product. The
analogue part and thus the weak point in the exemplary work system is the
transfer of the schematics from the engineer to the production employee. Here,
there is a media break because the plan is first made available digitally, then
printed on paper and then entered digitally again. Such media breaks can lead
to errors, e.g. if the engineer enters the changes into the system incorrectly.
If the production employee now also has access to the planning program and
enters the changes himself, such errors can be avoided. Further advantages are
less effort and thus fewer working hours for the usually better paid engineers,
and an increase in efficiency and product quality, because the customer or the
managing director (environment) can also get the opportunity to gain insight
into the production process from outside and to react promptly in case of desired
changes. The prerequisite for this purely digital process to work is, above all,
the competence and motivation of the production staff to use the planning tool.
Digital work also has other positive effects on the process. The engineer who
gave the employee a printed version of the schematic, in the original process,
no longer has to physically sit in the office. He can also work from home or on
the way and can handed over the schematic to the production employee via a
shared folder. The customer can also have access to this folder and so he can
make corrections or change requests at an early stage.
Finally, table 2 on page 10 gives an overview of the changes that the charac-
teristics of digital work bring about. The table was created on the basis of the
theoretical elaborations and the practical example.
110
Table 2. The influence of digital work characteristics on work system elements
Flexibilization Collaboration New forms of Competences Corporate
work of employees Culture
Partici- independent need media do not have to skills in using more re-
pants of place and skills be employees the new tools sponsibility
time in the com- and decision-
pany making
authority
Informa- must be ac- must be able must be ac- competence
tion cessible from to be shared cessible from in using the
anywhere with everyone anywhere and tools to get
at all times shared with the informa-
everyone tion
Techno- introduction introduction introduction only technolo- introduction
logies of new / of new / of new / gies that can of new /
additional additional additional be operated additional
technologies technologies technologies by the partic- technologies
ipants can be
used
Processes/ entails new technologies, which influence can become can be made
Activities the effectiveness and efficiency of processes more complex more agile
Products/ entails new technologies, which also offer shorter prod-
Services the opportunity to offer new products and uct and inno-
services. vation cycles
Customers can reach virtual collab- requirements
his contact oration tools can be im-
person at any can also be plemented
time, e.g. also used to com- faster / can
on business municate with be involved
trips customers earlier in the
process
Environ- crucial for attracting profit from changes must
ment younger participants other partic- be responded
ipants other to immedi-
companies ately
(e.g. through
co-working
spaces)
Strategies The strategy should focus on digitisation and digital work in general.
Infra- resources can be partially saved (e.g. office
structure space, Freelance instead of permanent em-
ployees)
4 Limitations
The limitation of the work lies mainly in the literature analysis. On the one hand,
only three databases were searched and thus, perhaps, important contributions
111
were not found. Furthermore, the search terms ”new work”, ”digital work” and
”work 4.0” were not followed up in the database dblp. For example, the search
with ”new work” yielded more than 50,000 hits because the system searched for
contributions with the single words ”new” and ”work”. Since the evaluation was
carried out by the author alone, and this would have resulted in a considerable
amount of work, the search was aborted at this point. The evaluation of the
found amounts was likewise accomplished only by the author, which led to a very
subjective view of the literature and a further limitation of this contribution.
5 Conclusion and Future Work
In summary, various terms appear in the context of digital work, but they are
all interrelated and describe the future of work, which is driven by digitalization,
among other things. The term ”digital work” is defined as working with digi-
tal tools. However, with the help of the literature research carried out, further
characteristics of digital work could be uncovered. There is much more to digital
work than the use of computers (RQ1). Through the use of digital technologies,
a completely new way of working has been established. Working independently
of place and time is one of the most important features of digital work. In this
context, work in virtual teams has gained importance, which has led to new
forms of work. The use of new technologies naturally also requires appropriate
skills from employees and managers as well as an agile corporate culture. Ex-
amples of technologies that support digital work include collaboration and com-
munication tools, in addition to unambiguous techniques such as mobile devices
and appropriate Internet access. Regarding the work system of Alter [2], which
consists of the nine elements participants, information, technologies, processes
and activities, products and services, customers, environment, strategy, and in-
frastructure, digital work has a particular influence on the participants (RQ2).
By using mobile devices and the possibility to work independent of location
and time, they have a great deal of influence on the participants. Information
needed for the execution of processes and activities can be accessed digitally
and at any time through technologies such as cloud computing. By using new
technologies, processes and activities can be made more efficient and effective.
However, the prerequisite for this is the competence of the employees. In addi-
tion to using communication tools, for example, to work together in a virtual
team, the participants must also master other tools and skills, as the processes
are becoming more complex. Customer requirements are also increasing and are
changing faster, so decisions have to be made directly by the employee. This is
the only way to create new products in fast iteration loops and react adequately
to changes in the environment. However, the implementation of digital work is
above all dependent on the corporate strategy, in which the digitalization of work
should be taken into account. For future research, it is necessary to investigate
whether and how digital work is implemented in companies. Are all elements
of the work system taken into account, or are there, as in the example shown,
media breaks within the system? Furthermore, it has to be examined whether
112
all work systems within a company are digitally oriented or only the systems of
certain departments.
Acknowledgement The contribution is part of the project ”Regionales Zukun-
ftszentrum MV”, which is supported by the European Social Fund for Germany
from 06.12.2020 to 30.06.2022.
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