The role of robotization in work design: a comparative case study among logistic warehouses

Figures & data

Table 1. The sample of organizations, logistic warehouses, and employees and managers.

Organizational description	Warehouse	Job title	Gender	Data
Global direct sales organization (16,000 employees; Revenue 8.8 billion)	A	Operations manager*	M	I
		Order picker/order packer 1	F	I + O
		Order picker/order packer 2	F	I + O
		Team coordinator*	F	I + O
Global logistic service provider (21,800 employees; Revenue 50.4 billion)	B	Innovations manager*	M	I
		Operations manager*	M	I
		Order packer 1	M	O
		Order packer 2	F	O
		Order picker 3	M	O
	C	Order picker 1	M	I + O
		Team coordinator order pickers	M	I + O
		Order packer 1	M	O
		Order packer 2	M	I + O
	D	Operations manager*	M	I
		Team coordinator order pickers	M	I + O
		Trouble shooter order packers	M	I
		Order packer 1	M	O
		Order packer 2	F	O
Global logistic service provider (58,000 employees; Revenue 7 billion)	E	Operations manager 1	M	I
		Operations manager 2	M	I
		Coach	M	I + O
		Order picker 1	M	O
		Order packer 2	M	O
		Order packer 3	F	O
Local online store (900 employees; Revenue 2 billion)	F	Operations manager*	M	I
		Order picker	F	O
Global logistic service provider (47,000 employees; Revenue 79 billion)	G	Innovation manager*	M	I
		Order packer 1	F	O
		Order packer 2	M	O
		Team coordinator order packers	F	I
		Order packer 3	M	I
Global logistics service provider (550,000 employees; Revenue 61.6 billion)	H	Innovation manager*	M	I
		Team coordinator order pickers*	M	I
		Order picker 1	F	I + O
		Order picker 2	F	I + O
		Order picker 3	F	I + O

Note: Organizational description (i.e. revue, number of employees) reflects the global organization. *Based on extensive notes. Data is coded as I = interview and O = observation.

Table 2. Similarities and differences between logistic warehouses in their approach to robotization and work design.

Ware-house	Motive	Work design approach	Awareness	Initiative		Involvement
	Why work was robotized	How work was divided between employees and robots	How work design is seen	Where the robotization idea came from		Who was involved
A	Efficiency	Technological functionality	Simple is better	Global	Top-down	Management
B	Efficiency	Technological functionality	Simple is better	Global	Top-down	Management
C	Efficiency	Technological functionality	Simple is better	Global	Top-down	Management
D	Efficiency	Technological functionality	Simple is better	Global	Top-down	Management
E	Efficiency	Technological functionality/Quality of work	Quality of work matters	Local	Bottom-up	Employees & coach*
F	Efficiency	Technological functionality/Quality of work	Simple is better	Local	Top-down	Management
G	Efficiency	Technological functionality	Simple is better	Global	Bottom-up	Management
H	Efficiency	Technological functionality/Quality of work	Quality of work matters	Global & Local	Bottom-up	Employees

Note: *HR was involved in none of the warehouses, however, the coach in warehouse E represented some of the HR practices (e.g., training and onboarding) and took on the ‘employee advocacy’ role.

Table 3. Robots used across logistic warehouses and their influence on work design.

Robot description	Job	Sample	Task variety		Physical demands		Cognitive demands		Autonomy		Hindering demands
			↓	↑	↓	↑	↓	↑	↓	↑	↑
Product-to-picker robot that automatically brings the products to the order picker.	Picking	F	X		X		X		X		X
Order picker robot (A-frame) that automatically picks products, transports them, and puts them in a box for shipping.	Picking	A	X	X		X		X	X		X
Light-to-pick robot that assists the picker with locating the right products.	Picking	A					X		X	X*	X
Voice-to-pick robot that assists the picker with locating the right products.	Picking	E, H					X	X	X		X
Automatic guided vehicle (Chuck) that order pickers follow through the warehouse while adding items to it.	Picking	H	X		X		X		X	X*	X
Conveyor (Snake) system that automatically transports and stores products across the warehouse.	Both	A, B, C, D, E, F, G	X		X			X			X
Order packer (NEO-post) robot that automatically pack products.	Packing	C, D, E	X	X	X				X	X*	X
Robotic arm (cobot) that automatically picks up products and puts them on a conveyor belt.	Packing	G		X	X	X			X	X*	X
Sorter robot that automatically sorts products to be packed.	Packing	C, D	X			X			X		X
Box folding robot that automatically folds boxes, adds the order and labels box.	Packing	A	X		X
Box filling robot that automatically fills boxes with filling material, tapes and labels the box.	Packing	A, G	X		X						X
Checking robot that weighs boxes and compares actual and expected weight to detect errors.	Packing	A					X				X
Sealing robot that automatically seals pallets for transport.	Packing	E			X		X

Note: *The increases in autonomy are the result of the proactive behaviour of employees themselves.

Data availability statement

The data that support the findings of this study are available on request from the corresponding author. The data are not publicly available due to restrictions e.g. their containing information that could compromise the privacy of research participants.