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While during the past couple of decades we have witnessed an affective revolution on emotions within the work and organisational context ([5]; [3]), research into the role played by emotions in the digitalised workplaces, that is, workplaces that are highly dependent on and/or enabled by digital technologies for their effective functioning, has remained scarce. Perspectives on digitalised workplaces in the selected papers Digital technologies enable organisations to reshape workplaces, offering opportunities for transforming how and where their employees work, how they connect and interact with each other and their clients, thus resulting in the popularity and spread of digitalised workplaces. As technology blends into most aspects of work and blurs the distinction between work and non-work, we need more research on the ways in which emotions are affected by and influence, technology on an everyday basis. [Extracted from the article]

With digital transformation attracting increasing attention, our study is motivated by a need to understand the impact on the transformation of the Information Technology (IT) function in pre-digital organisations. In particular, we present in this paper a qualitative study that aims to examine how digital transformation influences the IT organisational structure and leadership in pre-digital organisations. The empirical study is based on a series of semi-structured interviews with digital leaders across a range of organisations and sectors in the UK and Scandinavia. We find four different categories of both IT organisational structure and leadership following digital transformation initiatives: managing digital as projects within the IT function; managing the IT and digital functions separately with separate leaders; managing IT and digital within one function with dual leadership; and managing the IT and digital functions together with a single leader. The study has both theoretical and practical implications for the management of digital transformation and the IT function. [ABSTRACT FROM AUTHOR]

In this paper, we argue that, despite the increasing opportunities for transparency and visibility that come with the digitalisation of workplaces, invisible work remains a highly relevant concept, as it represents practices that are vital to the effective functioning of business operations. Drawing on a longitudinal qualitative case study, we examine invisible work practices before and after the digitalisation of a regional health authority in Norway following the implementation of an enterprise resource planning (ERP) system. The study extends the literature in this field by showing both the changing status of invisible work and the emergence of new invisible work in digitalised workplaces. The theoretical and practical implications are then discussed. [ABSTRACT FROM AUTHOR]

This article employs a symbolic interactionist perspective to analyse the act of ‘taking others into account’ as a premise for nurses’ face-to-face reporting and documenting in patient record systems. Two case studies indicate that replacing face-to-face communication with extended employment of patient record systems may hinder the practical accomplishment of nursing handovers. [ABSTRACT FROM AUTHOR]