Office 4.0 – modern office digital technology, relevant to the post-COVID era

The COVID-19 epidemic forced most employers to transfer employees to a remote format, and after the restrictions were lifted, many companies retained this regime. Therefore, an urgent topic today is the discussion of the question of whether the hybrid or online format will remain as established form...

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Autores principales:	E. V. Vasilieva, O. I. Dolganova
Formato:	article
Lenguaje:	RU
Publicado:	Publishing House of the State University of Management 2021
Materias:	information technology digital services information systems corporate governance survey corporate culture telecommuting productivity informal communications analytic hierarchy process total cost of ownership Sociology (General) HM401-1281 Economics as a science HB71-74
Acceso en línea:	https://doaj.org/article/dc372479232f41b2a6d8af3206411f0a
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spelling	oai:doaj.org-article:dc372479232f41b2a6d8af3206411f0a2021-12-03T07:43:36ZOffice 4.0 – modern office digital technology, relevant to the post-COVID era1816-42772686-841510.26425/1816-4277-2021-8-25-33https://doaj.org/article/dc372479232f41b2a6d8af3206411f0a2021-10-01T00:00:00Zhttps://vestnik.guu.ru/jour/article/view/3018https://doaj.org/toc/1816-4277https://doaj.org/toc/2686-8415The COVID-19 epidemic forced most employers to transfer employees to a remote format, and after the restrictions were lifted, many companies retained this regime. Therefore, an urgent topic today is the discussion of the question of whether the hybrid or online format will remain as established forms of interaction between people. The purpose of the study is to identify the main problems in corporate governance that arose during the forced transfer of some of the personnel to a remote work format and to show the possibilities of their solution based on digital tools. Coordination of work in a team affects not so much the productivity of each employee as the formation of a general vision of the situation, the quality of setting and solving problems, the presence of informal communications and the stability of horizontal ties, and the support and adaptation of new team members. To substantiate the choice of a hybrid office, expert assessments and the method of analysing hierarchies have been applied. The article provides a list of tools that ensure the operation of a hybrid office, formulates their advantages and development prospects. The possibility of assessing the effectiveness of such decisions using the total cost of ownership methodology on the example of introducing a biometrics system in a bank has been shown.E. V. VasilievaO. I. DolganovaPublishing House of the State University of Managementarticleinformation technologydigital servicesinformation systemscorporate governancesurveycorporate culturetelecommutingproductivityinformal communicationsanalytic hierarchy processtotal cost of ownershipSociology (General)HM401-1281Economics as a scienceHB71-74RUВестник университета, Vol 1, Iss 8, Pp 25-33 (2021)
institution	DOAJ
collection	DOAJ
language	RU
topic	information technology digital services information systems corporate governance survey corporate culture telecommuting productivity informal communications analytic hierarchy process total cost of ownership Sociology (General) HM401-1281 Economics as a science HB71-74
spellingShingle	information technology digital services information systems corporate governance survey corporate culture telecommuting productivity informal communications analytic hierarchy process total cost of ownership Sociology (General) HM401-1281 Economics as a science HB71-74 E. V. Vasilieva O. I. Dolganova Office 4.0 – modern office digital technology, relevant to the post-COVID era
description	The COVID-19 epidemic forced most employers to transfer employees to a remote format, and after the restrictions were lifted, many companies retained this regime. Therefore, an urgent topic today is the discussion of the question of whether the hybrid or online format will remain as established forms of interaction between people. The purpose of the study is to identify the main problems in corporate governance that arose during the forced transfer of some of the personnel to a remote work format and to show the possibilities of their solution based on digital tools. Coordination of work in a team affects not so much the productivity of each employee as the formation of a general vision of the situation, the quality of setting and solving problems, the presence of informal communications and the stability of horizontal ties, and the support and adaptation of new team members. To substantiate the choice of a hybrid office, expert assessments and the method of analysing hierarchies have been applied. The article provides a list of tools that ensure the operation of a hybrid office, formulates their advantages and development prospects. The possibility of assessing the effectiveness of such decisions using the total cost of ownership methodology on the example of introducing a biometrics system in a bank has been shown.
format	article
author	E. V. Vasilieva O. I. Dolganova
author_facet	E. V. Vasilieva O. I. Dolganova
author_sort	E. V. Vasilieva
title	Office 4.0 – modern office digital technology, relevant to the post-COVID era
title_short	Office 4.0 – modern office digital technology, relevant to the post-COVID era
title_full	Office 4.0 – modern office digital technology, relevant to the post-COVID era
title_fullStr	Office 4.0 – modern office digital technology, relevant to the post-COVID era
title_full_unstemmed	Office 4.0 – modern office digital technology, relevant to the post-COVID era
title_sort	office 4.0 – modern office digital technology, relevant to the post-covid era
publisher	Publishing House of the State University of Management
publishDate	2021
url	https://doaj.org/article/dc372479232f41b2a6d8af3206411f0a
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Office 4.0 – modern office digital technology, relevant to the post-COVID era

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