Digital, Technological and AI Skills for Smart Production Work Environment

Collaborative Work Environment (CWE) is an operation integration concept supported by real-time systems (tools and facility), defined business processes and the right set of domain experts. The objectives in Collaborative Work Environment implementation includes; providing an operating asset the benefits of real-time operation optimisation and reduction in personnel unsafe travel exposure alongside effective team collaboration resulting in faster decision making using the intelligent oilfield capabilities. This paper assesses, hypothetically, the Collaborative Work Environment implementation strategy for a marginal field operator in Gulf of Guinea. Collaborative Work Environment solutions are not really new to the oil and gas industry, as it has been widely implemented and embedded by major oil and gas companies in different regions around the world. However, what that is really novel are the challenges of implementation by marginal field operators. The challenges in implementing Collaborative Work Environment by marginal field operators includes; high-cost relative to the asset financial base and importantly the need for ‘visible’ benefit of intelligent oil field solutions linked to the business objective of the small operator. This paper aims to highlight an effective business strategy of implementing intelligent oil field by a marginal field operator by using procedure of comparing a case study during a well workover operation against standard implementation strategy by the major oil and gas companies. The benefits of the Collaborative Work Environment were clearly ‘visible’ leveraging on the real-time support from the office to the field using the Collaborative Work Environment technology, facility and processes. The immediate ‘visible’ benefit of Collaborative Work Environment strategy during the well intervention operation included; faster team decision-making and situational awareness collaboration with remote location using intelligent oil field capabilities. This experience provided a novel platform for developing an asset-specific intelligent oil field implementation and embedment strategy for the marginal field or small exploration and production operators in environment similar to the Gulf of Guinea. The recommendations from this paper will form a quick reference tool and assist in developing Collaborative Work Environment implementation and embedment strategy for small oil and gas field operators globally.

In today’s exploration and production (E&P) industry, information technology has become a critical component to support business and operational processes. The increasing volume of petrotechnical data with high-resolution 3D seismic data sets and well logs, combined with real-time data acquisition from well sites requires scalable and robust computing infrastructure. E&P specific challenges, such as remote operation, shortage of experts, and knowledge retention, require changes in the working environment from a specialized and isolated traditional workflow to a multidiscipline collaborative workflow. This collaborative working environment requires technology to enable geoscientists and reservoir engineers to work in an interrelated way. The collaborative working environment can be enhanced further with a virtual workspace to overcome physical distance of collaboration with remote locations. This paper describes the collaborative environment infrastructure project in Al-Khafji Joint Operations (KJO). Located in Al-Khafji, the border region between Saudi Arabia and Kuwait, KJO has to cope with the E&P specific challenges mentioned above. The project included the design and implementation of an information technology infrastructure to enable a collaborative environment, various geoscientist workflow tools, data management and human interaction.

Transition to Practice: Onboarding Components for Establishing and Sustaining Healthy Work Environments.

It was interesting to read the research work by Skarstein et al. (2024) on the need for support expressed by the recently appointed nursing leaders. The authors deal with an extremely current topic of the difficulties encountered by nurses recently appointed to a leadership position and suggest several certainly effective actions to address the problem. The current system needs a thorough overhaul to ensure that future nurse coordinators are adequately prepared to meet the complex challenges of the modern healthcare sector. The figure of the nursing coordinator plays a crucial role in ensuring efficiency, quality and safety of care. However, the growing complexity of the healthcare system, combined with the new challenges posed by the global pandemic, highlighted the need for an evolution in the nursing leadership model. The nursing profession is going through a period of crisis as it faces new challenges (Ginaldi et al. 2024; Azzellino and Martinis 2024). We must give it the opportunity and resources to renew itself and recognise new roles and responsibilities in our healthcare systems. As Skarstein et al. (2024) point out, nurses newly appointed to leadership roles want to improve their leadership position and increase confidence in the role with targeted support. The nursing profession must engage in and embrace the concept of mentoring to provide newly appointed leaders with supportive environments (Lysfjord and Skarstein 2024; McNamara et al. 2014; Vitale 2018). Nursing coordinators are called upon to manage a wide range of responsibilities ranging from managing staff to supervising the quality of care, from scheduling shifts to resolving complex clinical problems. Despite this, they often lack adequate training and support tools to effectively address these challenges. It is therefore imperative to introduce continuous training, support and development programmes, that include advanced skills in management, leadership, communication and problem-solving. There is an urgent need to introduce mentorship programmes with experienced healthcare leaders and one-on-one coaching to provide personalised support and skill development. Furthermore, promoting a culture of distributed leadership is essential to harness the strengths of each nursing team member, fostering a collaborative and inclusive work environment. Nursing leaders should be supported in their efforts to retain nurses and ensure high-quality patient care (McNamara et al. 2014; Rokach, 2014). Another critical aspect concerns the need to formally recognise and adequately remunerate the role of nursing coordinators. Often, their duties go well beyond those stipulated in their contract, resulting in stress and the risk of burnout. Leadership that cultivates a collaborative and supportive work environment is associated with greater employee satisfaction (Bergstedt and Wei 2020). Furthermore, nursing leaders must be actively involved in decision-making processes at the corporate and political levels. They must be allowed to actively participate in hospital decision-making committees. All authors contributed equally to the work. The authors declare no conflicts of interest. The authors have nothing to report.

Collaborative work in Building Information Modeling (BIM) projects is frequently understood as the interaction of modelers in an asynchronous way through modification requests or via e-mail/telephone. However, alternative work methodologies based on creating a common and synchronous environment allow solving issues instantaneously during the design process. This study aimed to analyze the behavior and performance of BIM users with different specialties who were subjected to an experimental exercise in a collaborative environment. For this purpose, a process was devised to collect, sort, and select the data from the log files generated by the BIM software. A timeline of the experiment was populated with data on the intensity and types of commands used by each specialist, which allowed determining behavioral patterns, preferred commands, indicators of their experience, further training needs, and possible strategies for improving the team’s performance. In the experiment, the mechanical designer’s performance was 49% and the rest approximately 64%, with respect to that of the architect. An average rate of 1.66 necessary or auxiliary commands for each contributory command was detected. The average performance was 200–400 commands per hour, which intensified by the end of the experiment. Further training needs were detected for the plumbing designer to reduce the use of backwards commands. Conversely, the electrical designer showed a positive evolution regarding this aspect during the experiment. The analysis methods here described become useful for the aforementioned purposes. Nevertheless, combinations with methods from existing research might improve the outcomes and therefore the specificity of recommendations.

Introduction In the surgical operating theatre (OT), roles are distinct, shaped by personality, professional experience, teamwork, and communication skills. The surgeon is a key figure, often striving for excellence, but their decision-making power can sometimes disrupt team communication, causing divisiveness. Anecdotal evidence of surgeons displaying tantrums towards OT nurses and other healthcare professionals is common. Such behaviours can impact individual and team performance. Despite this, there's limited research on abuse in the OT. This study defines what makes a surgeon ‘difficult,’ examines the incidence of harassment, and explores the consequences. Methods A questionnaire was distributed to paramedical (nurses) and medical professionals (surgeons, surgical residents, and anaesthetists) at our tertiary referral metabolic and bariatric surgery centre. The survey included 10 multiple-choice and 4 open-ended questions about surgeons' behaviours, their interactions with OT nurses, and the impact on the working environment and care quality. Results A total of 221 healthcare professionals completed the survey, 87.3% of whom were women. Most participants (77.3%) were OT nurses. All participants reported experiencing abuse by a surgeon at least once. Common forms of maltreatment included incivilities (86%), shouts (89%), and sighs (90%). Other significant abuses included intimidations (36%), moral harassment (28%), indecent language (47%), and abrupt gestures (66%). Depending on the abuse type, only 4–32% of victims reported no psychological consequences, with moral harassment having the most enduring effects (39%). Negative behaviours were attributed to stress (79.6%), difficulty managing emotions during surgery (62.9%), and a sense of superiority (57.5%). Most individuals (67.9%) chose to remain silent, while few attempted to clarify after disagreements. Dealing with a difficult surgeon complicated the OT job for 39.4% of participants, whereas only 3.2% were unaffected. Common consequences included team stress (83.3%), increased risk of mistakes (58.8%), and team unease (48.4%). Reduced performance and team involvement were less frequently reported (32.1% and 36.2%, respectively). Women more frequently reported experiencing incivilities (89% versus 69%), sighs (92% versus 76%), and abrupt gestures (69% versus 48%) compared to men. Participants over 40 years old more frequently reported indecent language (52.3% versus 38.2%), moral harassment (34.8% versus 16.9%), abrupt gestures (72% versus 57.3%), and intimidations (40.9% versus 28.1%). Discussion This research reveals prevalent surgeon abuses towards the OT team, posing significant challenges for OT nurses. These behaviours impact team dynamics and patient management, with notable differences in reports based on gender and age. The high participation rate among younger professionals may indicate behavioural changes in newer surgeons. However, the gender imbalance among participants and longer exposure of older individuals to various surgeons could introduce bias. Conclusion The survey highlights serious concerns about the aggressive behaviour of some surgeons, affecting both the working environment and patient care quality. Addressing this issue is crucial for fostering a respectful and collaborative working environment. Despite challenges, there is a trend towards improved interprofessional relations, suggesting a gradual positive shift in the OT.

Purpose: Organizational effectiveness and sustainability are increasingly linked to employee well-being and discretionary behaviors that go beyond formal job requirements. Quality of Work Life (QWL), reflects employees’ perceptions of a supportive and fulfilling work environment, plays a crucial role in fostering such positive behaviors. While prior studies have examined the direct effects of QWL on Organizational Citizenship Behavior (OCB), the psychological mechanisms underlying this relationship remain underexplored. This study aims to investigate job involvement (JI) as a mediating variable in the relationship between QWL and OCB, within the context of a public sector organization in Pakistan.Design: A cross-sectional survey was conducted using an online questionnaire distributed to employees of the Khyber Pakhtunkhwa Education Monitoring Authority (KPEMA), Pakistan. A total of 265 responses were collected from 14 districts across the province.Methods: To examine the mediating effect of job involvement between QWL and OCB, Hayes’ PROCESS Macro (Model 4) was applied using SPSS Version 20. However, AMOS 26 was used for confirmatory factor analysis. The model allowed for the assessment of both direct and indirect effects within the hypothesized framework.Findings: The results revealed a significant positive relationship between QWL and OCB. Moreover, job involvement significantly mediated this relationship, indicating that employees who perceive higher quality of work life are more likely to become psychologically engaged in their roles, which subsequently enhances their organizational citizenship behavior.Conclusions: The findings of the study underline that enhancing the QWL fosters greater JI. Moreover JI in turn promotes OCB. This chain of influence highlights JI as an important psychological mechanism through which QWL shapes positive discretionary behaviors in the workplace.Implications: The study provides valuable insight for public sector organizations. Specifically, those organizations who are seeking to enhance employee driven organizational performance. By prioritizing QWL initiatives like fair compensation, career growth, work life balance and safe work environment, managers can cultivate a more engaged workforce. Such workforce is more likely to exhibit higher levels of OCB. This can ultimately contribute to a more collaborative and productive work environment in an organization.

ABSTRACTSituated learning is based on the premise that action is grounded in the concrete situation and the specific circumstances in which it occurs. Such situatedness involves translation students working with authentic projects and developing professional skills, as translation needs to be undertaken within a particular framework where translators interact with colleagues and use tools for problem-solving tasks. In profession-oriented approaches to translator education, situated learning encourages the construction of new knowledge upon real-life working environments, which have evolved towards multimodal collaborative work scenarios which, in turn, simulate real-life workplaces. In order to help trainee translators develop instrumental and professional competences, we present an experimental study aimed at measuring students’ academic performance in a project-based role play translation task. The study involves students using Web 2.0 tools for the translation of authentic texts on the basis of a realistic translation commission. The results point to a highly positive attitude of students towards Web 2.0 tools. Students found them very useful, interaction among team members was facilitated, and learning performance showed a significant improvement, with students feeling more confident, autonomous and encouraged by facing a realistic situation.

This study investigates the impact of performance-based compensation, a collaborative work environment, and organizational culture on the motivation of Generation Z employees in Indonesia’s food and beverage (F&B) industry. Using a quantitative approach, data were collected from 45 respondents through a structured questionnaire measured on a Likert scale (1–5). The data were analyzed using SPSS version 25, employing descriptive statistics, reliability testing, correlation analysis, and multiple linear regression. The results indicate that all three factors significantly and positively influence Generation Z employee motivation, with organizational culture having the strongest effect, followed by performance-based compensation and a collaborative work environment. These findings highlight the importance of tailored HR practices to align with Generation Z preferences, ensuring higher employee engagement, satisfaction, and retention. This study offers practical insights for F&B managers to create a motivated and high-performing workforce in a competitive industry.

The i2010 – An European Information Society for growth and employment initiative was launched by the European Commission on 1st of June 2005as a framework for addressing the main challenges and developments in the information society and media sectors up to 2010. It promotes an open and competitive digital economy and emphasizes ICT as a driver of inclusion and quality of life. The initiative contains a range of EU policy instruments to encourage the development of the digital economy such as regulatory instruments, research and partnerships with stakeholders. According to the European Union initiatives, this chapter proposes a generic framework that illustrates the advances of collaborative work environments where the attendees from different domains of interest can share ideas, concepts, studies, digital content and resources, in an interactive manner. The approach highlights the importance of the advanced technologies in E-Service platforms: video telephony, video conferencing, online focus group, virtual shared space, media streaming or video capture/recording functionalities. The presented prototype is developed according to the extended LAMP architecture and consists of the following blocks: Apache web server, MySQL database server, Red5 media server, OpenOffice 2.0 and GostScript libraries. The generic framework can be applied to different domains such as business, education, telemedicine or administration and security. The chapter contains sections dedicated to collaborative work capabilities for electronic commerce and negotiating or customer live support, open and distance/blended learning, administrative real-time decission in different situations (calamities, vandalism acts), remote consulting and surgery acts. Some examples and suggestive demonstration films are also presented in the chapter in order to illustrate the advantages of the computer supported collaborative work framwork as the core of any virtual community.

This research applies a systems approach to aid the understanding of collaborative working during analysis using a dedicated (Wiki) environment. The extent to which social interaction, and problem solving was facilitated by the use of the wiki, was investigated using an problem derived from the Vast 2010 challenge. This challenge requires intelligence analysts to work with a number of different sources in order to predict a possible terrorist attack. The study compared three types of collaborative working, face-to-face without a wiki, face-to-face with a wiki, and use of a wiki without face-to-face contact. The findings revealed that in terms of task performance the use of the wiki without face-to-face contact performed best and the wiki group with face-to-face contact performed worst. Measures of interpersonal and psychological satisfaction were highest in the face-to-face group not using a wiki and least in the face-to-face group using a wiki. Overall it was concluded that the use of wikis in collaborative working is best for task completion whereas face-to-face collaborative working without a wiki is best for interpersonal and psychological satisfaction.

In many of today's small companies and startups, developers may not give enough attention to the importance of UX/UI design for the product under development. Moreover, such small teams may lack the required organization skills that help them to collaborate and work together. As a result, such teams usually face problems with delivering the “right” product, as well as not being able to follow a sustainable development process. In a similar context, CS students in programming classes are facing almost the same problems of small teams in industry. To tackle these problems, various approaches for integrating agile development methods and UX design methods have been proposed to help developers carefully consider the UX requirements, and to be able to organize their work environment. In this paper, we explore how such integration can be a good fit for both CS students and software developers, especially for those who work on mobile development. We present our proposed set of integration guidelines, and then we focus on Pair Programming (PP) as an agile practice that promotes a collaborative work environment. The expert reviews conducted in this paper helped us exlore how PP can be introduced to CS students (and later, to developers in the market) to support collaborative work environments. Moreover, Using PP in class provides an adaptive and collaborative teaching approach that can be used in CS programming labs. We also discuss the pitfalls that can affect developers during PP sessions, and how to avoid such negative effects. We conclude by providing a set of recommended practices that can be applied to introduce PP for developers in both academic and industrial contexts.

This paper aims to explore the role of artificial intelligence (AI) in employee engagement through a literature review. AI is increasingly being used in various functions of human resource management, including employee engagement, which is a critical aspect of managing the workforce. Advancements in AI and machine learning have enabled organizations to find new uses for enhancing employee engagement, such as real-time monitoring of performance, sentiment analysis, and natural language processing. Creating a holistic work environment that promotes clarity, skill development, recognition, and wellness is essential to engage employees. This paper aims to identify the impact of AI on employee engagement by reviewing relevant literature and developing a conclusion. Based on the literature review, the paper will offer recommendations for expanding the use of AI in employee engagement for diverse firms. Ultimately, the combination of AI and employee engagement can lead to increased productivity, improved communication, and a collaborative work environment.

Job satisfaction is one of the key factors that significantly influence employee behavior, performance, and productivity within the workplace. It is a key concept in the fields of organizational psychology and business administration, as it is closely linked to several aspects that impact individuals' professional lives. In light of this importance, we established a theoretical research foundation aimed at clarifying some important aspects related to job satisfaction and its associated concepts. The research began by presenting multiple definitions of job satisfaction, which contributed to enhancing a thorough understanding of this concept. Job satisfaction is defined as its relationship to an employee's feelings toward their work, which can be influenced by factors such as the nature of the job, working conditions, and relationships with colleagues and management. Job satisfaction is considered an indicator of an employee's compatibility with their work environment and the impact this can have on performance. By analyzing these definitions, we arrived at a comprehensive understanding of how job satisfaction affects motivation, incentives, and productivity. The research also addressed the importance of job satisfaction in detail, as it is a key driver of personal and professional success. Satisfied employees perform more efficiently and have greater loyalty toward the organization, leading to reduced turnover rates and improved overall morale in the workplace. In addition, job satisfaction helps strengthen social relationships among employees, creating a more positive and collaborative work environment. The research also addressed the classifications of job satisfaction, identifying its various types. Satisfaction can range from high to low, reflecting an employee's overall well-being. The research demonstrated that satisfaction can be divided into several aspects, such as satisfaction with salary, working conditions, relationships with colleagues, and opportunities for professional development. By understanding these types, management can design effective strategies to increase employee satisfaction and improve their productivity. Furthermore, the research addressed the most important theories that attempt to explain the phenomenon of job satisfaction. Among these theories, we presented prominent theories, such as the hierarchy of needs theory, achievement theory, and expectancy theory.

This article investigates how the Theory of Organizational Action can improve work processes and management in the Integrated Subsystem for Employee Health Care (SIASS), focusing on employee behavior, organizational culture, and interactions between individual and collective actions. The research demonstrates that the principles of this theory can be applied to strengthen occupational health management in SIASS, highlighting the role of individual and organizational action, as well as social interactions in creating a more collaborative and efficient work environment. The results indicate that the Theory of Organizational Action offers a deeper understanding of internal dynamics, highlighting the need to align individual behaviors with institutional and collective objectives, aiming at optimizing management processes. In addition, the approach allows identifying critical points and opportunities for improvement in occupational health practices, contributing to a healthier and more productive work environment. The study recommends that future research carry out comparative analyses between different SIASS units, to expand the practical evaluation of theoretical concepts and provide support for the development of more effective management strategies, adapted to the specificities of each unit that makes up the SIASS network.