TECHNOLOGICAL CHANGES AND HUMAN RESOURCES SET Coordinated by Patrick GilbertThe accelerating pace of technological change (AI, cobots, immersive reality, connected objects, etc.) calls for a profound reexamination of how we conduct business. This requires new ways of thinking, acting, organizing and collaborating in our work. Faced with these challenges, the Human and Social Sciences have a leading role to play, alongside others, in designing, supporting and implementing these digital transformation projects. Their ambition is to participate in the development of innovative and empowering devices, that is to say, systems that are truly at the service of human beings and their activity, that empower these professionals to take action and that also provide occupational health services.This book takes a multidisciplinary look at the challenges of these digital transformations, making use of occupational psychology, ergonomics, sociology of uses, and management sciences. This viewpoint also helps provide epistemological, methodological and empirical insights to better understand and support the changes at work.

Introduction xiiiMarc-Eric BOBILLIER CHAUMONPart 1 Towards an Overview of Digital Transformations... 1Chapter 1 Emerging Technologies and Issues for Activity and Occupational Health 3Marc-Eric BOBILLIER CHAUMON1.1 Introduction 31.2 From properties to the uses of emerging technologies 41.3 Five paradoxes of the diffusion of technologies in/on the activity 81.3.1 Sense of loss of control over the activity vs increased control over the activity 81.3.2 Invisibility vs visibility of the activity 91.3.3 Increase in virtual teams vs isolation of employees 101.3.4 Nomadism vs a sedentary lifestyle at work 111.3.5 Detachment from activity vs proximity of work 121.4 Conclusion 141.5 References 15Chapter 2 Collaborative Work Platforms: Challenges for Business Development 21Nadia BARVILLE-DEROMAS and Marc-Eric BOBILLIER CHAUMON2.1 Introduction 212.2 Two organizational challenges: empowering digital transformations and changing work practices 222.2.1 The co-configuration of work 222.2.2 Mobilizing social capital to make sharing more flexible 232.3 Stakes for the development of activity: knowing how to give meaning to a poly-contextual and multi-mediated activity 242.3.1 Networking, the power to act and meaning at work 242.3.2 Sharing a degree of collaborative intentionality in a multi-mediated situation, a skill in its own right 262.4 Conclusion 272.5 References 27Chapter 3 Virtual Reality: Definitions, Characteristics and Applications in the Workplace 31Camille SAGNIER, Émilie LOUP-ESCANDE and Gérard VALLÉRY3.1 Introduction 313.2 Some elements of definition 323.2.1 The term "virtual reality" 323.2.2 The purpose of virtual reality 323.2.3 A functional definition of virtual reality 333.2.4 A technical definition of virtual reality 333.3 The main interaction devices 343.3.1 Display devices 353.3.2 Motion and position capture devices 353.3.3 Proprioceptive and cutaneous feedback devices 353.3.4 Sound input and presentation devices 363.4 The main areas of application of virtual reality 363.4.1 Applications in everyday life 373.4.2 Applications in various professional contexts 373.5 Applications of virtual reality in industry 383.6 Conclusion 403.7 References 40Chapter 4 Robotization in Industries: A Focus on SMEs 45Sandrine BERGER-DOUCE4.1 Introduction 454.2 Focus on a robotization experiment in an industrial SME 464.2.1 The case study in the service of exploratory research 464.2.2 Presentation of the company 474.2.3 A mixed technological adventure 474.2.4 Lessons to be learned 484.3 Receiving support in order to better implement a robot: illustration by the Robot Start PME program 494.3.1 A program at the service of French industrial SMEs 504.3.2 An inspiring framework to support technological change 534.4 Conclusion 544.5 References 55Chapter 5 Serious Games for Vocational Training: From Emotional Labor to Knowledge Transfer 57Lydia MARTIN, Julian ALVAREZ and Antoine TALY5.1 Introduction 575.2 Emotions, debriefing and learning 595.2.1 Emotional labor 595.2.2 Learning in a game 605.3 The context and framework of the Serious Escape Game (SEG) 615.3.1 Difficulty in gamification 615.3.2 The training system 625.3.3 A research-action approach 625.4 Results 635.4.1 Observations during gaming 635.4.2 Post-game discussions 645.4.3 Questionnaires 665.5 Discussion and conclusion 675.6 References 68Chapter 6 The "Old" Issues of the "New" Artificial Intelligence Systems in Professional Activities 71Tamari GAMKRELIDZE, Moustafa ZOUINAR and Flore BARCELLINI6.1 Introduction 716.2 AI: elements of definition and recent developments 726.3 Functionalities and (potential) uses of new generation AI systems 746.4 The "new" generation of AI and the old challenges of transforming work situations 776.4.1 From the substitutive approach of automation to the complementary approaches of human-machine systems 776.4.2 The challenges of "new" AI systems in work situations 796.5 What are the approaches to designing and integrating AI systems in work situations? 816.6 Conclusion 836.7 References 83Part 2 New Modalities and Forms of Work... 87Chapter 7 Challenges in Deploying Telework: Benefits and Risks for Employees 89Emilie VAYRE7.1 Telework: definitions and characteristics 897.2 The benefits of teleworking 907.3 The constraints and risks of teleworking 917.4 The challenges of deploying telework in organizations 937.4.1 Deploying and experimenting with telework 937.4.2 Training of teleworkers and managers 967.4.3 Evaluating the deployment of telework 977.5 Conclusion 977.6 References 98Chapter 8 The Reconfiguration of Managerial Practices through Digital Innovation: The Example of a Work Team in Site Renovation 101Elodie CHAMBONNIÈRE and Jacqueline VACHERAND-REVEL8.1 Introduction: when digital technology is used on renovation sites 1018.2 At the heart of the renovation sites 1038.2.1 Supervising in a complex and dynamic system 1038.2.2 Guiding a worksite: a conductor's activity at the crossroads of various modes of prevention management 1038.3 Understanding occupational risk prevention activity and prevention management 1048.4 Ethnography of the activity on a renovation site 1068.5 Confirming a culture of safety: prevention management 1078.5.1 Management towards site supervision 1088.5.2 Middle management 1098.5.3 Local management: towards construction workers 1098.6 Digital innovation in occupational risk prevention: restructuring of management practices 1108.6.1 Hierarchical visits by management 1108.6.2 Prevention visits by middle management 1118.6.3 Close supervision of the construction workers 1118.7 Conclusion: towards a better consideration of digital innovations in prevention management 1138.8 References 114Chapter 9 Integrating Collaborative Robotics into Work Situations: The Intentions of SME Managers in the Digital Transformation of their Companies 115Anne-Cécile LAFEUILLADE, Flore BARCELLINI, Willy BUCHMANN and Tahar-Hakim BENCHEKROUN9.1 Transformations in work situations seen through the prism of technocentric solutions 1159.2 Models of leadership activity to understand change management processes 1179.2.1 The activity of managers at the crossroads of different roles 1179.2.2 Developing the intention of managers in change management processes: the contribution of the dialogical model of design 1189.3 Methodology for data collection and analysis 1219.4 Managers' desires in the face of reality: an encounter that helped to shape their intentions 1239.4.1 Elements shaping managers' desires 1239.4.2 The "conversation" between the desire and reality 1249.5 The reality, a messenger from the past, in a modernization project 1259.6 References 126Chapter 10 The Role and Function of Technological Artifacts in Entrepreneurial Activity 129Irène POIDI, Marc-Eric BOBILLIER CHAUMON and Jacqueline VACHERAND-REVEL10.1 Introduction 12910.2 Theoretical foundations 13010.3 Methodology 13210.4 Results 13310.5 Discussion and conclusion 13710.6 References 138Part 3 Psychosocial and Socio-organizational Impacts of the Diffusion of Technology 141Chapter 11 The New Physical Territories of Digital Activity 143Maria IANEVA, Raluca CIOBANU and Chiara LAI11.1 Introduction 14311.2 Transformation of spaces and transformation of work and employment: "spatialized work" 14511.3 From "spatialized work" to the division between space and work 14611.4 Flexible work environments: from work to "activity" 14711.4.1 The example of the design of the workspaces of a large company: the reconfiguration of work areas 14811.4.2 From space allocation to the redefinition of associated tasks 14911.5 What theoretical models for considering space and its transformations? 15011.6 Conclusion 15211.7 References 153Chapter 12 Digital Work, Disposable Work? When Opportunities to Explore Threaten the Meaning of the Activity 155Maxime BESENVAL and Alexandra BIDET12.1 Introduction 15512.2 The division of complex digital work 15712.3 Chronic indeterminacy of the product 15912.4 When the contingencies regime threatens work commitment 16112.5 Conclusion 16512.6 References 166Chapter 13 Is the Obsolescence of the Skills of Older Employees an Inevitable Consequence of Digitalization? 169Florence CROS, Marc-Eric BOBILLIER CHAUMON and Bruno CUVILLIER13.1 Introduction 16913.2 Aging, work, technologies and skills obsolescence: theoretical elements 17013.2.1 The effects of aging 17013.2.2 Aging associated with work 17113.2.3 From the effects of technology on activity to the issue of the obsolescence of older workers' skills 17113.3 Question and methodology 17213.3.1 Study background and methods 17213.3.2 Engeström's activity system model (1987) 17313.4 Main results 17413.4.1 The ASCT profession: a perception through the prism of age 17413.4.2 Overcoming tensions to develop one's activity 17613.5 Discussion and conclusion 17713.5.1 Accelio, a vector of recognition for the ASCT profession? 17813.5.2 Diverting to work better 17813.6 References 179Chapter 14 Are Work Collectives and Digital Exposure Compatible? 183Pauline CROUZAT and Marc-Eric BOBILLIER CHAUMON14.1 Collective activity: major developments 18314.2 Engineering: a highly digitized environment 18514.3 Problem of the study 18514.4 The methodology used 18614.5 Main results: virtually hyper-instrumented collective work for invisible work collectives 19014.6 Discussion 19114.7 Conclusion 19214.8 References 193Part 4 Approaches and Methods for Conducting Digital Transformations 195Chapter 15 Prospective Ergonomics in Service of Technological Innovation 197Jean-Marc ROBERT, Antoine MARTIN, Mitra TARAGHI, Clément COLIN, Masood MALDAR, Flavie BONNEVIOT and Eric BRANGIER15.1 Introduction 19715.2 A new form of intervention focused on creation and innovation 19815.3 The context and challenges of prospective ergonomics 19915.4 Foundations in several disciplines and fields of study 20215.5 Prospective ergonomics intervention approach 20315.6 Two cases of intervention 20615.6.1 Anticipating future needs and uses related to energy systems that integrate hydrogen energy 20615.6.2 The crowdsourcing approach 20715.7 Conclusion 20815.8 References 209Chapter 16 Simulating Digital Activity in the Making: Elements of Methodology 211Laurent VAN BELLEGHEM16.1 Introduction 21116.2 Digital activity 21216.3 Simulating digital activity 21316.4 Two illustrations of digital activity simulation 21716.4.1 A giant digital tablet to welcome customers 21716.4.2 RFID chips for lending books 21916.5 Conclusion 22216.6 References 223Chapter 17 Managing Technological Change 225Clotilde CORON and Patrick GILBERT17.1 Introduction 22517.2 Digital transformations, sources of threats and opportunities 22617.3 Social and responsible management of new technologies 22917.3.1 Social and responsible innovations 23017.3.2 Digital and responsible technological innovation 23017.4 A model for responsible leadership of technological change within organizations 23217.4.1 Managing organizational and technological change 23217.4.2 Responsible digital change management 23317.5 Conclusion 23417.6 References 235Chapter 18 Exploring the Situated Acceptance of Emerging Technologies in and Concerning Activity: Approaches and Processes 237Marc-Eric BOBILLIER CHAUMON18.1 Introduction 23718.2 Models of technological acceptability: outlines and approaches 23918.2.1 Practical or instrumental acceptability 23918.2.2 The social acceptability model 24018.2.3 The situated acceptance approach 24218.3 Frameworks for action and intervention to address situated acceptance 24418.3.1 Evaluating the situated acceptance of technologies already in place to support the future technological transformation project 24618.3.2 Exploring the acceptance of emerging technologies to co-construct the creation project in/by the activity 24718.4 Conclusion 25218.5 References 252List of Authors 257Index 261