Fault Management in Digital Organizations

Abstract

The fast advancement of digital technology and the integration of digital systems in various sectors are radically changing business procedures, job models, and organizational forms. Digitalization, which emerged with digital developments in businesses, has evolved with the phases of the personal computer, the Internet, social media, and the Internet of Things. Organizational processes are affected by the innovation and agility that occur within the framework of this development. With digitalization, changes in social behaviors, new value judgments, and a new understanding emerge. In the same context, elements such as 3D printers, blockchain technology, mobility, big data, and cyber systems, along with the Internet of Things, take their place in organizational processes. The processes that begin with digitalization in organizations affect many structures. All organizational processes, from hierarchical structure to human resources management, can be counted within these structures. A new hierarchy is being designed with a structure that will meet customer expectations as quickly as possible. However, new processes create new business ecosystems. The improved communication presented by digitalization makes it easier to use skills within the business. Faults may occur in the performance of organizational activities, whether digital or not. Faults are expressed as unintentional deviations from goals, standards, rules, or procedures. Although faults may seem like a negative situation at first glance, they are important because they have the potential to transform business activities into valuable processes. New information, processes, and innovations may emerge from faults occurring within business activities. Based on this, it is important to create a fault management culture in organizations and to formalize this process with a protocol within the framework of digitalization. © 2025 Nova Science Publishers, Inc.