نیازمندی های سازمان دورکار در انقلاب صنعتی پنجم (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
هدف پژوهش حاضر بررسی نیازمندی های اجرای دورکاری در سازمان های عصر انقلاب پنجم است. اجرای صحیح دورکاری به عوامل زیادی بستگی دارد، توجه و بررسی این عوامل اجرای این فرآیند را بهبود می بخشد. بدین منظور از رویکرد سیستم نرم (SSM)، که تحت پارادایم تحقیق در عملیات نرم و مطالعات کیفی قرار دارد و روشی خبره محور است، بهره گرفته است. لذا از نظرات ۹ نفر از خبرگان با تجربه، در قالب مصاحبه های نیمه ساختار یافته در این زمینه استفاده نموده است. یافته های پژوهش حاکی از آن است که، تعارض نقش، کاهش تعادل کار و زندگی، و استرس ناشی از انزوای اجتماعی به عنوان مشکلات عمده شناسایی شدند. همچنین، محدودیت های زیرساختی و فناورانه، از جمله کمبود دسترسی به اینترنت پرسرعت و ضعف امنیت سایبری، فقدان ابزارهای هوشمندسازی محیط کار و خانه، و هزینه های هوشمندسازی، تأثیر منفی بر اثربخشی سیستم دورکاری داشتند. در سطح سازمانی نیز، نبود سیاست های شفاف، ساختارهای پشتیبانی ناکافی، و کمبود ابزارهای مناسب برای ارزیابی عملکرد کارکنان از چالش های قابل توجه بودند. در انتها بر اساس تحلیل نتایج و شناسایی چالش های موجود در سیستم های دورکاری، مجموعه ای از تغییرات پیشنهادی برای بهبود این سیستم ها ارائه شده است. به عنوان نمونه در سطح فردی، یکی از مهم ترین اولویت ها ارائه آموزش های جامع دیجیتالی برای کارکنان است. علاوه بر این، ایجاد برنامه های مشاوره ای و حمایتی به منظور کاهش استرس و انزوای کارکنان از اهمیت بالایی برخوردار است. در سطح سازمانی، تمرکز بر تدوین سیاست های شفاف برای دورکاری و در سطح فناورانه، تقویت زیرساخت های فناوری اطلاعات از اولویت های اصلی هستند.Requirements for a Remote Working Organization in the Fifth Industrial Revolution
Rapid and extensive developments in the field of information and communication technologies (ICT), especially in recent decades, have created a widespread foundation for profound and fundamental transformations in managerial, social, and organizational structures. These changes have not only revolutionized the way work is conducted but have also redefined the work environment, organizational relationships, and interpersonal interactions. In this context, the emergence of the Fifth Industrial Revolution has played a pivotal role as a turning point in the history of technological advancement. This revolution, characterized by the intelligent integration of physical, digital, and biological worlds—particularly through technologies such as artificial intelligence (AI), the Internet of Things (IoT), big data, cyber-physical systems, and advanced automation, while maintaining human-centric values and capabilities—is driving unprecedented changes in production, service delivery, and management patterns. This integration has not only enhanced organizational productivity and efficiency but has also challenged traditional concepts of work and physical presence. Under these circumstances, remote work has gained increasing attention as one of the most significant concepts in contemporary management and a novel approach to organizing job activities. Remote work is defined as performing job duties outside the organization’s central office, typically through digital environments and virtual communication. This work model became particularly prominent during the COVID-19 pandemic, emerging as an unavoidable necessity in many organizations, while simultaneously being recognized as an opportunity to increase flexibility, reduce operational costs, and improve employees’ work-life balance. Today, remote work is no longer an option—it is a necessity. However, the successful implementation of remote work requires careful attention to multiple factors spanning technological, organizational, psychological, and social dimensions. Research Objective The aim of this study is to examine the executive and structural requirements necessary for the effective utilization of remote work in organizations operating in the era of the Fifth Industrial Revolution. Given that remote work is no longer a temporary or limited option, but rather an established global and sustainable trend in the modern workplace, identifying its challenges and implementation necessities—particularly within the framework of Fifth Industrial Revolution concepts and human-centered approaches—has become a key priority in contemporary management. This research aims to provide a systematic and scientific framework to analyze the factors influencing the success or failure of remote work in organizations. It seeks to assist organizations in efficiently and sustainably managing this structural shift by identifying existing challenges and proposing practical solutions. Research Methodology This study employs Soft Systems Methodology (SSM) as its primary methodological framework. SSM is a qualitative, systems-thinking-based approach particularly suited to complex and multi-faceted situations where precise definitions and definitive solutions are absent. Positioned within the paradigm of Soft Operational Research (Soft OR), this method emphasizes the analysis of diverse stakeholder perspectives, human-centered problem definition, and the development of conceptual models to better understand socio-organizational systems. In this study, key SSM tools such as CATWOE analysis (Customers, Actors, Transformation process, Worldview, Owners, and Environmental constraints) were used to identify and analyze stakeholders, objectives, and limitations of the remote work system. This tool enabled the research team to examine the problem from multiple perspectives and formulate appropriate implementation strategies. Data collection was conducted through semi-structured interviews with nine experienced experts in the fields of human resource management, information technology, organizational psychology, and digital transformation. Participants were selected from governmental, private, and international organizations to ensure diverse viewpoints and comprehensive findings. The interviews were conducted in-depth, focusing on practical experiences, encountered challenges, and successful strategies in implementing remote work. Subsequently, qualitative content analysis was employed to extract conceptual categories and identify key patterns. Research Findings The findings indicate that the implementation of remote work in the era of the Fifth Industrial Revolution faces numerous challenges at individual, organizational, and technological levels. At the individual level, role conflicts , reduced work-life balance, and stress due to social isolation were identified as three primary challenges. Many employees experience longer working hours, job burnout, and feelings of loneliness due to the lack of separation between work and home environments. Additionally, the reduction in face-to-face interactions with colleagues leads to weakened organizational belonging and diminished motivation. At the technological level, infrastructural limitations such as lack of access to high-speed internet, weak cybersecurity measures, absence of intelligent tools for remote work management, and high costs of necessary equipment and software are among the main barriers to the productivity and effectiveness of remote work. Furthermore, the lack of smart systems in both work and home environments—such as automated time management systems, intelligent monitoring tools, and integrated communication platforms—negatively impacts employee performance. These technological gaps hinder seamless collaboration, reduce operational efficiency, and increase the risk of data breaches and work disruptions, particularly in organizations that rely heavily on real-time coordination and data sensitivity. At the organizational level, the absence of transparent and integrated remote work policies, inadequate support structures (such as psychological counseling, continuous training, and technical support), and insufficient tools for evaluating employee performance were identified as other significant challenges. Many organizations still rely on traditional performance evaluation systems based on physical presence, which are incompatible with the nature of remote work and can lead to perceptions of unfairness, reduced motivation, and diminished trust between employees and management. Without clear guidelines, measurable objectives, and outcome-based assessment mechanisms, remote work can result in ambiguity in roles, accountability issues, and inconsistent performance across teams. Discussion and Conclusion The study demonstrates that remote work, as a global transformation in the world of work, despite its numerous challenges, holds high potential for improving employees' quality of life and enhancing organizational efficiency. The success of this transformation depends on organizations’ ability to adapt to new conditions, leverage emerging technologies, and foster a supportive and trust-based organizational culture. The recommendations derived from this research include the development of clear and comprehensive remote work policies, investment in technological infrastructure, strengthening psychological and social support systems, and designing performance evaluation frameworks based on outcomes rather than physical attendance. Such a model can serve as an operational framework for organizations to systematically identify gaps, set improvement goals, and implement targeted strategies for continuous enhancement of remote work systems. Ultimately, this research emphasizes that remote work is not merely a spatial shift—it represents a structural and cultural transformation that requires changes in mindsets, policies, and managerial systems. By adopting systemic approaches such as Soft Systems Methodology (SSM) and paying close attention to the diversity of stakeholder perspectives, organizations can turn this transformation into a strategic opportunity. This includes increasing operational flexibility, attracting and retaining skilled talent, improving employee well-being, and building resilience to future challenges in the evolving world of work. Remote work, when implemented thoughtfully and inclusively, can become a cornerstone of sustainable and human-centered organizational development in the era of the Fifth Industrial Revolution.
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