Figure 1
The conceptual diagram is arranged from left to right in three vertical sections titled “1st order concepts”, “2nd order themes”, and “Aggregate dimensions”. “Clear activity split S S O-R O” connects to “Division of labor” under “Antecedents”. “Second-class citizen” and “Cheap back-office operation” connect to “Low regard for S S C work” under “Antecedents”. “E R P Systems” and “Workflow Systems” connect to “E R P slash Workflow Systems” under “Information and Communication Technology (I C T)”. “Robotic Process Automation (R P A)” and “Digitalization” connect to “R P A slash Digitalization” under “Information and Communication Technology (I C T)”. “Standardization of tasks”, “Codification of knowledge”, and “Control of SSO work” connect to “Effects of E R P slash Workflow Systems” under “Effects of I C T”. “Automation of transactional tasks”, “Reducing routine work”, and “Threat to traditional SSOs” connect to “Effects of R P A slash Digitalization” under “Effects of I C T”. “Lower skill requirements” and “Easy replacement of staff” connect to “Tayloristic work organization” under “Implications for Professional Work”. “Higher skill requirements” and “Additional skill requirements” connect to “New work organization” under “Implications for Professional Work”. “Less connected” and “Shift to new slash redefined tasks” connect to “Connection of new to routine tasks” under “Moving up the value chain”. “More complex, knowledge-intensive work” and “Scope extension” connect to “Character of new tasks” under “Moving up the value chain”. “Upskilling of staff” and “Hiring of highly skilled staff” connects to “Managing skill requirements” under “Moving up the value chain”. “Toward new work” connects to “Talent management” under “Moving up the value chain”. “Creating permanent new positions slash teams” and “Separate subunits” connect to “Organizing the new activities” under “Moving up the value chain”. “Resistance by staff”, “Cultural limitations on self-confidence”, and “Lack of stakeholder recognition” connect to “Obstacles” under “Moving up the value chain”. “Connected” and “Oscillating between routine and new tasks” connect to “Connection of new to routine tasks” under “Transformation Projects”. “Transformational activities” and “Projects” connect to “Character of new tasks” under “Transformation Projects”. “Assign experienced staff” and “Stretch assignments” connect to “Managing skill requirements” under “Transformation Projects”. “More leadership contexts” connects to “Talent Management” under “Transformation Projects”. “Project mode versus routine work” and “Oscillating” connect to “Organizing the new activities (ambidexterity)” under “Transformation Projects”. “Time requirement for project activities”, and “Specialized staff missing on routine work” connect to “Obstacles” under “Transformation Projects”. All connections run horizontally from left to middle and from middle to right.Coding structure. Source: Authors’ own work