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With this survey project, the researchers (University of St. Gallen) aim to collect a comprehensive dataset on factors that influence occupational choices of adolescents in times of technological change. The survey will be conducted in two Swiss cantons. The participants will be 8th-grade students.

Kooperationsstudie IWP der Universität St.Gallen und Deutsche Gesellschaft für Personalführung (DGFP)

in Handbuch Berufsbildung

Durch die Digitalisierung hat die arbeitsbezogene Nutzung von Informations- und Kommunikationstechnologien (IKTs) in den letzten Jahren stetig zugenommen. Arbeiten an jedem Ort und zu jeder Zeit sind so einfach wie nie zuvor. Die Auswirkungen dieser Entwicklung auf Mitarbeitende und Organisationen werden von einer wachsenden Anzahl von Studien untersucht diese gelangen zu nicht eindeutigen Befunden. Auch bleiben viele zentrale Fragen unbeantwortet. Vor diesem Hintergrund beleuchtet die vorliegende Dissertation in den Studien 1 und 2 die IKT-Nutzung von Führungskräften. Studie 3 fokussiert auf Boundary Control, eine zentrale Ressource in der neuen Arbeitswelt. Studie 1 legt dar, dass insbesondere polychrone Führungskräfte in formalisierten Unternehmen von der arbeitsbezogenen Smartphone-Nutzung ausserhalb regulärer Geschäftszeiten profitieren. Sie gewinnen an Flexibilität, die sich in eine erhöhte Arbeitsleistung übersetzt. Studie 2 untersucht die Auswirkungen der IKT-Nutzung durch Führungskräfte auf das Wohlbefinden der Mitarbeitenden. Es wird gezeigt, dass die IKT-Nutzung von Führungskräften nach Feierabend die kollektive emotionale Erschöpfung durch das Klima ständiger Erreichbarkeit erhöht. Dieser Zusammenhang wird abgeschwächt, wenn die kollektive Boundary Control der Mitarbeitenden hoch ist. Studie 3 zeigt auf, dass kompetenzfördernde HR-Systeme und Dezentralisierung zentrale Antezedenzien von kollektiver Boundary Control sind. Diese steht in einem positiven Zusammenhang zur Unternehmensleistung. Individuelle Boundary Control wiederum hat gesundheitsfördernde Effekte für den einzelnen Mitarbeitenden. Insbesondere Mitarbeitende in Unternehmen mit einem hohen Grad an IKT-Nutzung profitieren von individueller Boundary Control. Die Ergebnisse, die auf Daten von 24233 Mitarbeitenden aus insgesamt 248 Unternehmen basieren, unterstreichen die zentrale Rolle, die Führungskräfte und das Personalmanagement in der neuen Arbeitswelt spielen, und zwar nicht nur bei der Förderung von Leistung, sondern auch von Gesundheit., Due to digitalization, the work-related use of information and communication technologies (ICTs) has increased steadily in recent years. Working anywhere and anytime has never been easier. A growing body of research is examining the impact of this development on employees and companies - and arriving at inconclusive findings. Also, several relevant questions remain unanswered. Against this background, this dissertation examines ICT usage after regular working hours by executives in studies 1 and 2. Study 3 focuses on boundary control, a central resource in the new world of work. Study 1 shows that polychronic executives in formalized companies in particular benefit from work-related smartphone use after hours. They gain flexibility, which translates into increased work performance. Study 2 examines the impact of leaders ICT use on employee well-being. It is shown that after-hours ICT use by leaders increases collective emotional exhaustion due to the climate of universal availability. This relationship is attenuated when employees' collective boundary control is high. Study 3 shows that competence-enhancing HR systems and decentralization are central antecedents of collective boundary control. Collective boundary control is positively linked to organizational performance. Individual boundary control, in turn, has health-promoting effects for the individual employee. In particular, employees in companies with a high degree of organizational ICT use benefit from boundary control. Based on data from 24,233 employees from a total of 248 companies, the results underscore the significant role played by executives and HR management in the new world of work, not only in promoting performance but also health.

Im Rahmen dieser Forschungsarbeit wird untersucht, wie KI-basierte Systeme als starke Partner für Learning & Development (L&D)-Professionals genutzt werden können. Diese qualitative Forschungsarbeit bewegt sich auf einer strategisch-konzeptionellen Ebene und liefert aus Perspektive der Personalentwicklung eine Grundlage zur Theoriegenerierung und Gestaltung des noch wenig erforschten Themenfelds., This thesis focuses on the question of how AI-based systems can be used as strong partners for learning and development (L&D) professionals. The qualitative study focuses on a strategic-conceptual level and provides a basis for theory development as well as the design of this little-researched topic from a human resource development perspective.

In the incessantly changing world of modern business, the ability to simultaneously explore new opportunities and exploit existing resources is an extremely valuable competitive advantage. While the positive implications for companies are undisputed, scholars are increasingly interested in the individual implications of organizational ambidexterity. Therefore, this dissertation addresses the questions of how ambidexterity can be fostered and examines the subsequent consequences for organizations and individual employees. In Study 1, a qualitative case study based on seven interviews was conducted to explore how firms transform evolutionarily. The findings demonstrate that an ambidextrous culture combined with organizational support mechanisms helps employees in coping with high workload demands and provides sustained success. Based on data from 94 organizations, Study 2 illustrates that ambidexterity-oriented HRM practices foster the ambidextrous behavior of all employees, and organizational performance. This relationship depends on high levels of TFL climate. HRM and organizational leaders prove to be synergistic partners in translating the paradoxical signals to employees. In Study 3, I examine, in a longitudinal mixed-method sample of 121 employees the effects of adopting flexible work arrangements on employee well-being. The results reveal that the work engagement of employees with strong ambidextrous leaders increases more when switching from the office to remote work. Besides that, employee focus is decisive. When working remotely the work engagement is higher for promotion than for prevention focused employees. All three studies highlight the importance of considering all organizational members and their interplay in a complete picture, when adopting the complex and contradictory strategies of exploration and exploitation. It is shown that different drivers, top-down and bottom-up, are favorable when creating an ambidextrous context that enables all employees to cope with the paradoxical demands and to contribute to the future of their firm.

At present, industrial companies face increasingly complex challenges. Shrinking prod-uct margins and changing customer needs form the core of these demands. A reliable service business offers an attractive option to industrial companies wanting to evade from the current conditions. In addition, ongoing digitalization is taking services to a new level. The resulting digital services combine the latest technological trends with their ability to meet individual customer needs. Therefore, industrial companies turn to digital services to protect and increase their competitive advantage. However, existing digital services miss the predefined targets of most industrial companies. This shortcom-ing is caused by firms developing digital services primarily based on product-driven innovation approaches. Also, academia remains silent on suitable digital service inno-vation practices. In response, this dissertation develops a new digital service innovation approach for industrial companies. The dynamic capabilities view provides the conceptual framework to develop these new organizational capabilities. Organizational processes, comprising routines, arti-facts, and actors, implement the required innovation (i.e., dynamic) capabilities in prac-tice. Moreover, systematic literature analyses provide the foundation for the presented research. In addition, two empirical studies enhance the theoretical insights on digital service innovation. First, an in-depth interview study explores necessary routines in practice at 24 organizations. Second, focus group research involving eight industrial companies expands the previous understanding of digital service innovation to an im-plementable approach. Finally, this dissertation presents a management framework of digital service inno-vation governance and process models built on routines, artifacts, and actors. The gov-ernance model transforms industrial companies organizations. Thereby, organizational alignment and sufficient performance control enable digital service innovations. The process model directs the firms through these innovations by applying three innovation modes: identification, conceptualization, and implementation. In sum, this dissertation makes a valuable contribution to digital service innovation research and practice. The findings close the gap in the literature between defined rou-tines and high-level dynamic capabilities. In practice, the management framework es-tablished in this study constitutes a powerful tool that helps industrial companies build robust digital service businesses. Its application at industrial companies drives cus-tomer-centric, digital service innovations that overcome the increasing challenges in the markets.