| Title: | Social infrastructure for digitalization |
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| Authors: | ID Lamut, Urša (Author) |
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| Files: |  URL - Source URL, visit https://itis.fis.unm.si/wp-content/uploads/2026/01/ITIS-2025-Proceedings_FINAL.pdf
 PDF - Presentation file, download (12,76 MB)
MD5: C828FCF86D56D8E985119C6C2EFD2CFC
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| Language: | English |
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| Typology: | 1.12 - Published Scientific Conference Contribution Abstract |
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| Organization: |  RUDOLFOVO - Rudolfovo - Science and Technology Centre Novo Mesto
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| Abstract: | This study examines how employees perceive workplace digitalization through institutional, network, and cognitive frames (Beckert, 2010). We treat digitalization as an organizational–cultural transformation, not just a technical upgrade. The objective is to identify conditions that enable or hinder adoption beyond tool rollouts. In 2025, we conducted heterogeneous focus groups in six companies (47 participants). Data was audio-recorded and analysed using qualitative content analysis. Findings show that digitalization is sustainable when tools align with values and employees understand the purpose of change and help co-shape it; otherwise, tensions arise around trust, privacy, relationships, and the preservation of competencies. This requires social—as well as digital—infrastructure: open communication, collaboration, organizational learning, and explicit handling of value tensions. Through a field-theoretic lens, three patterns emerge. Institutionally, adoption accelerates when technology, culture, leadership, vision, and structured training are aligned; lowest-price procurement and late regulator/union involvement slow implementation, and knowledge transfer from training is often patchy. Relationally, success depends on trust, precise goal alignment, and transparent datasharing with partners; administrative burdens, cultural gaps, and research-to-industry lags impede uptake, while education systems refresh digital skills slowly. Cognitively, employees adopt tools they perceive as error-reducing, growth-enabling, and value-consistent; resistance grows with surveillance cues and added administrative load. Two-way communication and mentoring shorten the path from pilots to routine. Contributions:(i) an actionable tri-frame diagnostic to align rules, relationships, and meanings; (ii)evidence that human-centric communication and training improve adoption trajectories; and (iii) guidance for designing the social infrastructure that sustains digital transformation. |
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| Keywords: | workplace digitalization, social infrastructure, institutions, networks, cognitive frames |
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| Publication status: | Published |
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| Publication version: | Version of Record |
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| Year of publishing: | 2025 |
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| Number of pages: | Str. [206] |
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| PID: | 20.500.12556/DiRROS-27219  |
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| UDC: | 316.4:004.738.5:331.1 |
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| COBISS.SI-ID: | 265309443 |
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| Note: | Nasl. z nasl. zaslona;
Opis vira z dne 20. 1. 2026;
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| Publication date in DiRROS: | 03.02.2026 |
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| Views: | 209 |
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| Downloads: | 102 |
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| Metadata: |    |
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