Assessing Feedback for Indirect Shared Interaction

Interaction is a key element in turning public displays into a platform for social interaction, making them more engaging and valuable. However, interactive features are still rare in public displays, due to the lack of generalised abstractions for incorporating interactivity. In our work, we explore to what extent the concept of interaction widget, which was so successful on desktop computers, could also be used as an abstraction for remote, shared interaction with public displays. A particular challenge is presenting input feedback in this shared, multi-user, and indirect interaction setting. In this paper, we present a study on the feedback mechanisms of these widgets, to determine if users are able to understand the results of interactions in single and multi-user settings. We have evaluated three feedback mechanisms and the results indicate that the general mechanism provides an appropriate sense of what is happening and could in fact provide general awareness of the interaction alternatives and current status, even in multi-user scenarios

Perception is Reality: Change Leadership and Work Engagement

Purpose The purpose of this paper is to investigate how employee perceptions of change and leadership might impact work engagement following major organizational change. Design/methodology/approach Social media invited US workers recently experiencing major organizational change to anonymously complete a web-based survey requesting qualitative and quantitative responses. Values-based coding and thematic analysis were used to explore qualitative data. Hierarchical and linear regression, and bootstrapped mediation were used to analyze quantitative data. Findings Analysis of qualitative data identified employees’ perceptions of ideal change and ideal leadership were well supported in the change leadership literature. Analysis of quantitative data indicated that employee perceptions of leadership fully mediated the relationship between employee perceptions of change and work engagement. Practical implications Study findings imply that how employees perceive change is explained by how they perceive leadership during change, and that these perceptions impact work engagement. Although these findings appear commonsensical, the less than stellar statistics on major organizational change may encourage leaders to become more follower-focused throughout the change process. Originality/value The study makes a contribution to an understudied area of organizational research, specifically applied information processing theory. This is the first study that identifies employee perceptions of leadership as a mediator for perceptions of change and work engagement. From a value perspective, leaders as successful change agents recognize significant cost savings in dollars and human welfare by maintaining healthy workplaces with highly engaged workers

Respect in Organizations: Feeling Valued as “We” and “Me”

Research suggests that organizational members highly prize respect but rarely report adequately receiving it. However, there is a lack of theory in organizational behavior regarding what respect actually is and why members prize it. We argue that there are two distinct types of respect: generalized respect is the sense that “we” are all valued in this organization, and particularized respect is the sense that the organization values “me” for particular attributes, behaviors, and achievements. We build a theoretical model of respect, positing antecedents of generalized respect from the sender’s perspective (prestige of social category, climate for generalized respect) and proposed criteria for the evaluation of particularized respect (role, organizational member, and character prototypicality), which is then enacted by the sender and perceived by the receiver. We also articulate how these two types of respect fulfill the receiver’s needs for belonging and status, which facilitates the self-related outcomes of organization-based self-esteem, organizational and role identification, and psychological safety. Finally, we consider generalized and personalized respect jointly and present four combinations of the two types of respect. We argue that the discrepancy between organizational members’ desired and received respect is partially attributable to the challenge of simultaneously enacting or receiving respect for both the “we” and the “me.

Shared User Interfaces of Physiological Data: Systematic Review of Social Biofeedback Systems and Contexts in HCI

As an emerging interaction paradigm, physiological computing is increasingly being used to both measure and feed back information about our internal psychophysiological states. While most applications of physiological computing are designed for individual use, recent research has explored how biofeedback can be socially shared between multiple users to augment human-human communication. Reflecting on the empirical progress in this area of study, this paper presents a systematic review of 64 studies to characterize the interaction contexts and effects of social biofeedback systems. Our findings highlight the importance of physio-temporal and social contextual factors surrounding physiological data sharing as well as how it can promote social-emotional competences on three different levels: intrapersonal, interpersonal, and task-focused. We also present the Social Biofeedback Interactions framework to articulate the current physiological-social interaction space. We use this to frame our discussion of the implications and ethical considerations for future research and design of social biofeedback interfaces.Comment: [Accepted version, 32 pages] Clara Moge, Katherine Wang, and Youngjun Cho. 2022. Shared User Interfaces of Physiological Data: Systematic Review of Social Biofeedback Systems and Contexts in HCI. In CHI Conference on Human Factors in Computing Systems (CHI'22), ACM, https://doi.org/10.1145/3491102.351749

Reducing the Cost of Agency: Looking Beyond Top Management Teams

The year 2020 demonstrates that powerful forces exist in the external environment, which may threaten a firm’s survival, but agency problems, within the organization, persist even in years where there are minimal external pressures on the firm. Agency costs can present meaningful challenges to the firm beyond the chief executive and top management team, and the concept of agency is applicable to all employees, not just management. An organizational learning culture is proposed to both aid firms in reducing the cost associated with agency, as well as to enable firms to adapt to rapid changes in the external environment. In this study, the three proposed antecedents of an organizational learning culture are organizational identification, an innovation climate, and team empowerment, and the two measures of collective psychological ownership and organizational citizenship behaviors organizational are proposed as favorable outcomes. When firms look to decrease agency costs, it is important to consider that all firm employees can aggregately influence these costs, and thus, it is important to look beyond top management teams

Stigmergy in Web 2.0: a model for site dynamics

Building Web 2.0 sites does not necessarily ensure the success of the site. We aim to better understand what improves the success of a site by drawing insight from biologically inspired design patterns. Web 2.0 sites provide a mechanism for human interaction enabling powerful intercommunication between massive volumes of users. Early Web 2.0 site providers that were previously dominant are being succeeded by newer sites providing innovative social interaction mechanisms. Understanding what site traits contribute to this success drives research into Web sites mechanics using models to describe the associated social networking behaviour. Some of these models attempt to show how the volume of users provides a self-organising and self-contextualisation of content. One model describing coordinated environments is called stigmergy, a term originally describing coordinated insect behavior. This paper explores how exploiting stigmergy can provide a valuable mechanism for identifying and analysing online user behavior specifically when considering that user freedom of choice is restricted by the provided web site functionality. This will aid our building better collaborative Web sites improving the collaborative processes