ANTICIPATING FOR TENSIONS BETWEEN DIGITAL TECHNOLOGIES AND WORKERS: BUILDING STRATEGIES DURING THE TECHNOLOGICAL PROJECT DESIGN STAGE

This article investigates the paradoxical tensions between technology and work that arise during the early stages of technological definition, specifically the technological project design stage, within manufacturing digital transformation.Conducted over one year, the research unfolds as a longitudinal case study within a high-end furniture company, focusing on the crafting of an Industry 4.0 technology roadmap aimed at steering the manufacturing digital transformation toward a humancentric, smart working system.The study adopts a multifaceted approach, encompassing in-site data collection methods such as interviews, active participation in company meetings, field observations of production activities, and analysis of implemented technologies.These diverse sources inform the identification and analysis of tensions as well as management strategies to address them.The findings, rooted in paradox theory, delineate ten paradoxical tensions and propose five management strategies that often surface during the technological project design stage.These insights underscore the inherent challenges and conflicts intrinsic to digital transformation within manufacturing contexts.Furthermore, the study extends the paradox theory by correlating these paradoxical categories with the primary challenges encountered by companies striving to establish a smart working system.By furnishing management strategies tailored to navigate these tensions, the research equips companies with tools to cultivate a smart working environment within the Industry 4.0 framework, even in the nascent phases of digital transformation initiatives.