Masterarbeit, 2019
111 Seiten, Note: 1.1
1 Introduction
1.1 Artificial Intelligence – Why Now?
1.2 Objective and Research Questions
1.3 Structure and Methodological Approach
2 Drivers and Megatrends of the Fourth Industrial Revolution and Future Workplaces
3 Artificial Intelligence
3.1 Definition Approaches of Artificial Intelligence
3.2 History of Artificial Intelligence
3.3 Artificial Narrow, General and Super Intelligence
3.4 AI Capabilities and its Sub-Technologies
3.4.1 Capabilities of Artificial Intelligence
3.4.2 AI Sub-Technologies
3.5 Excursus: Machine Learning, Neural Networks and Deep Learning
3.5.1 AI, ML, NN and DL in Context
3.5.2 Machine Learning – Origins and Definition
3.5.3 Machine Learning Types
3.5.4 Neural Networks and Deep Learning
3.6 AI Capabilities – Business Application Domains
3.7 Use Cases of Artificial Intelligence
4 Artificial Intelligence and Future of Work
4.1 Employment and Technology: From History to Today
4.2 Perceptions of Artificial Intelligence
4.3 Augmentation vs. Automation
4.4 Employee Tasks
4.5 Jobs
4.5.1 Stable, new and redundant Jobs
4.5.2 Classification of Jobs – Five Ways of Stepping
4.5.3 New Jobs due to AI: The Missing Middle
4.6 Employee Skills
4.6.1 General Skill Changes
4.6.2 Skills related to AI
4.6.3 How to overcome Skill Shortages
4.7 Pros and Cons of new Technologies and Labour Market Effects
5 Empirical Research – Perceptions of SMEs in Saarland
5.1 Methodology and Method
5.2 Sampling Method
5.3 Purpose, Design and Structure of the Questionnaire
5.4 Hypotheses
5.5 Survey Results
5.5.1 General Survey and Interviewee Information
5.5.2 Sample Characteristics
5.5.3 Hypothesis 1
5.5.4 Hypothesis 2
5.5.5 Hypothesis 3
5.5.6 Hypothesis 4
5.5.7 Hypothesis 5
5.5.8 Hypothesis 6
5.6 Summary of Findings
6 Recommendations for Companies
6.1 Technology - Roadmap
6.2 People – Roadmap
7 Conclusion and Outlook
7.1 Conclusion
7.2 Outlook for Future Research
This thesis examines the impact of Artificial Intelligence (AI) on the future workplace, specifically focusing on how tasks, jobs, and skills are evolving. It aims to bridge the gap between technical AI developments and business-related practical applications for Small and Mid-sized Enterprises (SMEs) in the Saarland region, providing a roadmap for successful implementation.
Augmentation vs. Automation
Generally speaking of digitalisation and its impact on workers, two main impacting effects are (see OECD 2019, pp. 43-44):
Substitution effect, i.e. Automation: Replacing workers in tasks that can be easily automated. Routine and clearly structured tasks are most affected. This results in an elimination of humans at the workplace and the codification of tasks.
Complementary effect, i.e. Augmentation: As a human, tasks can be done more efficiently due to a technology that complements work activities. The goal is to enhance human work by AI as a support.
What are current perceptions about job automation potentials? Is augmentation a more valuable strategy than automation? Several studies have been analysed and will be explained in the next paragraphs.
Large-Scale Automation
Most of the conducted research about job automation was executed by breaking down jobs into their corresponding tasks and evaluating the automation potential. In cases that most tasks can be automated, the job has been classified as “automatable”. In 2013, Frey and Osborne were some of the first researchers that analysed the U.S. and U.K. jobs by breaking them down into tasks. According to their results, 47 percent of U.S. and 35 percent of U.K. jobs could be automatable within the next ten to twenty years (see Frey & Osborne 2013, p. 254). This research has received a lot of attention, but also criticism. Therefore, other universities and consulting firms conducted similar researches. According to an OECD-sponsored paper that has been conducted by German researchers, they criticize that findings of Frey and Osborne were focusing too much on jobs instead of tasks, thus estimating that only 9 percent of jobs are automatable across 21 OECD countries (see Arntz & Gregory & Zierahn 2016, p. 4). A study that has been conducted by PwC tried to find a compromise between the 9 and 47 percent, arguing that the last studies did not consider external conditions relating to the economy, legal and regulatory aspects.
1 Introduction: Provides the relevance of the topic, the research objectives, and the methodological structure.
2 Drivers and Megatrends of the Fourth Industrial Revolution and Future Workplaces: Outlines the historical and technological drivers shaping the modern work environment.
3 Artificial Intelligence: Offers a deep dive into AI definitions, history, capabilities, sub-technologies, and specific business application domains.
4 Artificial Intelligence and Future of Work: Explores the impact of AI on jobs, tasks, and skills, contrasting automation with augmentation.
5 Empirical Research – Perceptions of SMEs in Saarland: Details the methodology, hypothesis testing, and findings from qualitative interviews conducted with Saarland SMEs.
6 Recommendations for Companies: Proposes a two-pillar implementation roadmap focusing on Technology and People.
7 Conclusion and Outlook: Summarizes the key findings and suggests directions for future research.
Artificial Intelligence, Future of Work, SMEs, Saarland, Automation, Augmentation, Machine Learning, Deep Learning, Digital Transformation, Job Profiles, Employee Skills, Technology Roadmap, People Roadmap, SME Implementation, Human-Machine Interaction.
The work focuses on analyzing the impact of Artificial Intelligence on the future workplace and providing a practical roadmap for SMEs to implement AI technologies.
Key areas include the technical foundations of AI (Machine Learning, Neural Networks), the socioeconomic impact on jobs and tasks, and the specific perceptions of small and medium-sized enterprises in the Saarland region.
The research asks how AI impacts the future workplace regarding skills and tasks, and how SMEs in Saarland perceive and prepare for these changes.
A qualitative approach was used, utilizing semi-structured interviews with representatives of 20 SMEs in Saarland to analyze their current knowledge and perceptions of AI.
It covers technical AI definitions and technologies, historical and current trends of work, and offers a specific two-pillar implementation strategy for companies.
Core keywords include Artificial Intelligence, Future of Work, SMEs, Automation, Augmentation, and implementation roadmaps.
The Saarland region is a specific geographic focus to highlight local industry adoption rates, awareness levels, and barriers to AI entry among regional SMEs.
It serves as a tool for business leaders to systematically evaluate problems, data needs, risks, and benefits before deciding on an AI technology investment.
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