Learning Organizations in the Age of Smart Machines. Fusion Skills, Augmentation Strategies, and the Role of HRD Professionals
ISBN
978-3-030-55878-9
Type
book section
Date Issued
2021-01
Author(s)
Editor(s)
Ifenthaler, Dirk
Hofhues, Sandra
Egloffstein, Marc
Helbig, Christian
Abstract (De)
In the literature on the learning organization, the role of technology has mostly been limited to it providing infrastructures to support exchange of information, collaboration, and access to learning resources. What is missing is an appreciation of the relevance of two loci of learning in organizations: (1) advanced digital systems (“smart machines”) and (2) the interaction of employees with these smart machines.
While smart machines are able to perform narrowly defned tasks by themselves, the real potential lies in the productive collaboration of humans and smart machines (hybrid activities). A prerequisite for hybrid activities are what Daugherty and Wilson call “fusion skills”. The availability of such fusion skills cannot be taken for granted. Rather, fusion skills need to be diagnosed and – if lacking – developed. A relevant framework for developing these and other skills related to smart machines is “augmentation strategies” as coined by Davenport and Kirby.
In order to foster the move toward a learning organization in a digital age, HRD professionals need to (1) better understand smart machines, fusion skills, and augmentation strategies as well as their implications – at a personal level as well as at a team and an organizational level. They need to (2) establish effective practices at the level of the HRD function so that HRD professionals themselves can make effective use of smart machines in their immediate work context. They need to (3) make available these capabilities to the entire organization.
While smart machines are able to perform narrowly defned tasks by themselves, the real potential lies in the productive collaboration of humans and smart machines (hybrid activities). A prerequisite for hybrid activities are what Daugherty and Wilson call “fusion skills”. The availability of such fusion skills cannot be taken for granted. Rather, fusion skills need to be diagnosed and – if lacking – developed. A relevant framework for developing these and other skills related to smart machines is “augmentation strategies” as coined by Davenport and Kirby.
In order to foster the move toward a learning organization in a digital age, HRD professionals need to (1) better understand smart machines, fusion skills, and augmentation strategies as well as their implications – at a personal level as well as at a team and an organizational level. They need to (2) establish effective practices at the level of the HRD function so that HRD professionals themselves can make effective use of smart machines in their immediate work context. They need to (3) make available these capabilities to the entire organization.
Language
English
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Business Innovation
Book title
Digital Transformation of Learning Organizations
Publisher
Springer Nature
Publisher place
Cham
Start page
77
End page
94
Pages
18
Subject(s)
Eprints ID
261937
File(s)![Thumbnail Image]()
open.access
Name
Meier et al 2021_Chapter_LearningOrganizationsInTheAgeO.pdf
Size
2.03 MB
Format
Adobe PDF
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