56,399 research outputs found

    Supporting document management in complex multitask environments

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    In this thesis, the challenges for the support of information workers in the domain of personal information management are addressed. In Chapter 1 three major challenges are identified: 1) information overload and fragmentation, 2) multitasking within an unstructured, frequently interrupted workflow, and 3) increasing mobility demand. It has been argued that dedicated support of current needs in personal information management will help to overcome the challenges, reduce information and cognitive overload, and facilitate performance of information workers. Investigating the current needs of information workers, one has to focus on those that are currently supported by paper document management and transfer the mechanisms of this support to the digital domain. Our studies have addressed the role of paper documents in dealing with each of the three identified challenges. In the first study, presented in Chapter 2, paper document management has been discussed in relation with information overload and fragmentation. The study used contextual interviewing technique, with participants interviewed at their workplace. The results showed that information workers keep actively using task-related collections of paper documents. By grouping task-related documents from different origins together, information workers create a representation of a "stable state" within a task, which helps to resume the task after an interruption that is almost inevitable in a multitasking environment. To investigate task-switching patterns, related to document manipulation, and factors influencing the occurrence of the patterns, an observational study was performed, described in Chapter 3. This study identified eight task switching patterns, which varied in the explicitness of an indication of a task state in the environment and in the level of subjectโ€™s activity directed to indicate the task state at the moments of switching. Among the identified influencing factors, the reason for the switch (self-switching or external interruption) had an effect on the occurrence of subjectactive patterns. Self-switching usually resulted in user-active document manipulation in the environment which could not be observed during external interruptions. The domain where the last action was performed also had an influence on the switching pattern, with active manipulation of documents occurring more often in the physical than in the digital domain. It has been concluded that, while switching tasks in an unstructured multitasking workflow, manipulation of paper documents plays an important role in creating a stable state at the moments of switching between tasks. We hypothesized that paper documents possess visually distinctive attributes that are associated with the semantics of the related tasks. By manipulating task-related documents at the moments of task switching, these visually distinctive attributes change, reflecting the changes in the task state. This hypothesis has been tested in a study using triad elicitation interview technique in combination with laddering, presented in Chapter 4. As a result, we developed a clustered model of relationships among identified visual cues of paper documents and semantic judgments of the tasks. The relationships among clusters have been analyzed based on three criteria: content-dependency, flexibility, and effort, which together define ease of manipulation for each cluster of visual cues. It has been concluded that physical environment, in particular, task-relevant paper documents, allow flexible encoding of task-related semantic cues into available environmental visual cues. This mechanism needs to be transferred to the digital domain, especially to support mobility of information workers. This research suggested that the extensive use of paper documents in the digital era can be largely explained by the embodiment of paper as a part of physical environment in which a human acts. Chapter 5 summarized the results of all studies into a set of requirements for the design of a personal information management system. We proposed a layered framework for presenting the requirements from the point of view of task decomposition and discussed the needs of the information workers related to each layer. For each of the aforementioned layers within the framework, requirements for the design of a digital system were presented and discussed in detail. Chapter 6 revised the challenges discussed in Chapter 1 from the point of view of the findings, summarized methodology and contribution of the research and reflected on the most prominent results

    The interplay between organizational polychronicity, multitasking behaviors and organizational identification: A mixed-methods study in knowledge intensive organizations

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    This paper investigates how individual perceptions and attitudes about an organization influence multitasking behaviors in the workplace. While we know that individuals are significantly influenced in their behaviors by the characteristics of their organizations (e.g. ICTs, organizational structure, physical layout), we still do not know much about how the way individuals interpret their organization influences their multitasking behaviors. Thus, we specifically hypothesize that the individual perception of the organizational preferences for multitasking (i.e. organizational polychronicity) engenders the actual multitasking behaviors that an individual enacts in the workplace. We also hypothesize that the attachment to the organization (i.e. organizational identification) moderates the above relationship. We conducted a mixed method study in two knowledge intensive organizations (an R&D unit and a university department) and collected data through a survey, diaries, and semi-structured interviews. Our findings support the first hypothesis but not the moderating role of organizational identification. However, this latter is directly related to how much a person is willing to work on multiple activities on a single day. Further, our study suggests that not only the organizational context should be investigated in the study of multitasking behaviors, but also the larger work context, including the individualsโ€™ professional communities. We conclude with a discussion of theoretical and practical implications as well as methodological reflections on mixing methods in the study of multitasking in organizations

    A Less Simple View of Reading: The Role of Inhibition and Working Memory in the Decoding-Comprehension Relationship

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    The present study examines the influencing effect of executive functions, specifically inhibition and working memory, on the relationship between decoding and reading comprehension. The current research suggests that the decoding-comprehension relationship is likely more complex than past theoretical models have postulated. Recently, the idea that non-linguistic cognitive skills may be responsible for this relationship has gained traction. As a part of the NHLP, a longitudinal cohort study conducted in New Haven, Connecticut, 256 students were asked to complete reading and executive function measures, as the children progressed through grade 1 and 2. These measures included tasks independently designed to assess decoding, working memory, inhibition and vocabulary, as well as two separate measures of reading comprehension. Results showed that inhibition acted as a significant mediator in both the decoding-comprehension and vocabulary-comprehension relationships. The results also showed that working memory acted as a significant moderator of the direct effect in the decoding-comprehension relationship, but did not moderate the vocabulary-comprehension relationship. These findings support the idea that decoding and language alone are not solely responsible for reading comprehension performance, and that other non-linguistic factors must be taken into consideration. Better understanding the decoding-comprehension relationship has important implications for teaching practice, and early identification and intervention required for exceptional learners

    Can ubiquity moderate m-banking resource-related negative effects?

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    El objetivo de este estudio es explorar la influencia de los inconvenientes de la banca mรณvil relacionados con la falta de recursos en la satisfacciรณn de los clientes, su disposiciรณn a recibir marketing mรณvil de permiso y la emisiรณn de boca-oreja. Analizando una muestra de 1429 usuarios de banca mรณvil, determinamos que la satisfacciรณn de los clientes influye en su disposiciรณn a recibir marketing mรณvil de permiso y emitir boca-oreja, mientras que la disposiciรณn a recibir marketing mรณvil de permiso tiene un efecto positivo sobre la emisiรณn de boca-oreja. Siendo la ubicuidad un atributo distintivo de la banca mรณvil, observamos su papel moderador, identificando que hay clientes que consideran la ubicuidad como una caracterรญstica importante de la banca mรณvil, mientras que otros no la consideran relevante. Este estudio propone recomendaciones para mejorar el uso de los servicios de la banca mรณvil, evitando o disminuyendo los efectos negativos de sus inconvenientes.The objective of this study is to explore the influence of m-banking resource-related inadequacies on clientsโ€™ satisfaction with the banking services, their permission-based mobile marketing tendencies and word-of-mouth emission actions. Analysing a sample of 1429 users of mobile banking services, we determined that clientsโ€™ satisfaction influences their willingness to receive permission-based mobile marketing and to emit word-of-mouth, while the willingness to receive permission-based mobile marketing has a positive effect on the word-of-mouth emission. In order not to overlook the ubiquity as a distinguishing attribute of m-banking services, we observe its moderating role, identifying clients who consider ubiquity as an important m-banking characteristic and others who do not consider it relevant. Hence, attending the opinion of actual m-banking clients, this study proposes suggestions for improving the use of m-banking services by avoiding or lessening the negative effects of m-banking resource-related inadequacies

    Influences of Display Design and Task Management Strategy on Situation Awareness, Performance, and Workload in Process Control Environments

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    Process control environments demand well informed high performing human monitors to maintain effectual control of multiple processes. Most research aims to satisfy this requirement through the evaluation of competing heuristic-based display design constructs. Contrary to that method, this study takes a novel approach by examining both factors internal and external to the human observer to identify where beneficial outcomes actually reside. External factors explore the underlying design construct attributes, while internal factors focus on the effect of operator task management strategy, age, and experience. Results from this study present several key findings relative to operator situation awareness, performance, and workload. Findings suggest the specific manner in which external information is presented and oriented on a process control room display is inconsequential toward situation awareness and performance. Further, operator preferred task management strategy has a profound effect on their performance and experienced workload, while exhibiting only a mild effect on situation awareness. In most cases, an Adaptive Attack strategy produces desirable results, while an Adaptive Avoidance does not. Interleaving and Multitasking fall between these two extremes. Lastly, findings indicate subject variables, age and experience have negative effects on overall situation awareness and system deviation prediction times

    Unattended network operations technology assessment study. Technical support for defining advanced satellite systems concepts

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    The results are summarized of an unattended network operations technology assessment study for the Space Exploration Initiative (SEI). The scope of the work included: (1) identified possible enhancements due to the proposed Mars communications network; (2) identified network operations on Mars; (3) performed a technology assessment of possible supporting technologies based on current and future approaches to network operations; and (4) developed a plan for the testing and development of these technologies. The most important results obtained are as follows: (1) addition of a third Mars Relay Satellite (MRS) and MRS cross link capabilities will enhance the network's fault tolerance capabilities through improved connectivity; (2) network functions can be divided into the six basic ISO network functional groups; (3) distributed artificial intelligence technologies will augment more traditional network management technologies to form the technological infrastructure of a virtually unattended network; and (4) a great effort is required to bring the current network technology levels for manned space communications up to the level needed for an automated fault tolerance Mars communications network

    focusing on groupthink and collective intelligence aspect

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    ํ•™์œ„๋…ผ๋ฌธ (๋ฐ•์‚ฌ) -- ์„œ์šธ๋Œ€ํ•™๊ต ๋Œ€ํ•™์› : ๊ณต๊ณผ๋Œ€ํ•™ ํ˜‘๋™๊ณผ์ • ๊ธฐ์ˆ ๊ฒฝ์˜ยท๊ฒฝ์ œยท์ •์ฑ…์ „๊ณต, 2020. 8. ํ™ฉ์ค€์„.Knowledge is one of the important sources for the progress of mankind. The importance of knowledge has long been emphasized in various fields, and over time independent experts, systems, and studies dealing only with knowledge have emerged. The recent rapid development of technology required more quantity and quality knowledge in our society, and the knowledge became a competitive itself. The old knowledge creation process had highlighted a person's role. In particular, the creation of knowledge by a small group of experts, by excellent individuals, has contributed the most to the production of knowledge. However, the emergence of online spaces due to information and communication technologies and the use of big data have begun to change the human knowledge creation process unprecedentedly. The production of knowledge based on individual capability gradually began to be replaced by new technologies and crowds. The combination of new technology proposed a new intellectual system called collective intelligence, which was utilized as the main drivers of decision making and knowledge generation in modern social organizations. However, collective intelligence had some limitations. First, the integration of individual knowledge is difficult because collective intelligence generally represents a high level of decentralization and horizontal hierarchy. A new method of knowledge integration for collective intelligence was required because a simple method of opinion integration, such as the majority rule, could hinder synergetic effects of collective intelligence and could rather result in defective knowledge by groupthink. Another problem is the evaluation of knowledge. The evaluation of knowledge becomes more important when the problem has no single optimal solution. Since an organization without an appropriate level of criticism and evaluation is difficult to produce quality knowledge. Thats why different methods are required to evaluate individual and organizational knowledge. In addition, in order to produce knowledge successfully, various conditions must be satisfied. For that reason, most of the prior studies on collective intelligence have focused on the conditions of successful collective intelligence. What if the conditions of collective intelligence are not satisfied? The answer to this was in the concept of groupthink introduced before the concept of collective intelligence. Groupthink is defined as a group tendency overlooking criticism, evaluation and consideration of alternatives in order to achieve organizational consensus. Groupthink, contrary to collective intelligence, has been pointed out as a source for the failure of organizational decision-making. So, the relevant studies have focused on finding solutions to identify and solve the causes of groupthink in order to prevent organizational fiasco. The goal of this dissertation is to understand the way for organizational knowledge creation based on two concepts: groupthink and collective intelligence. In order to complete my research goal, three small topics were raised. First, we have to account for groupthink phenomenon which has been the most pervasively used as one of the major sources of group failures. Second, the bridge between groupthink and collective intelligence should be built for finding out the factors enhancing organizational knowledge creation. Third, some strategical aspects are needed. From the self-organization and socio-technological perspective, this dissertation proposes an effective strategy for organizational knowledge creation. The first study in chapter 3 tried to give an answer to the first topic, Can we eliminate groupthink from the organization?. Based on the different perspectives of groupthink proposed in chapter 3, switching factors that transform groupthink into collective intelligence are derived. In chapter 4, we discuss the effect of switching factors and efficient strategies using them. Findings in chapter 4 can give an answer to the question Is there any link between groupthink and collective intelligence?. Chapter 5, the last study of this dissertation, aims to propose effective strategies for the use of technologies such as big data analytics and online platform. More details of each study are shown below. The first study, "Is groupthink really inevitable?": focusing on the self-organization mechanism, is about the emergent mechanism of groupthink. The study covers two topics in detail. The first is to verify Janis' groupthink model the most well-known. This presented the limitations of Janis' linear model of groupthink and suggested the need for different perspectives. The second was to simulation of groupthink phenomenon occurrence from a self-organization perspective. The results of the simulation experiments showed that groupthink is a phenomenon that can occur naturally in cooperative situations. The findings of this study show that it is more important to make the collective thinking phenomenon productive through appropriate measures than to completely eliminate it from the organization. The goal of the second study, that is titled "The Optimal Strategy of Organizational Knowledge Creation in Groupthink Situation", is twofold. First, identifying the switching factors for the organization in groupthink to transform into collective intelligence, and secondly, investigating the optimal strategy utilizing the switching factors. In this study, three factors were derived from the previous literature: knowledge conflict, reconsideration of alternatives, and organizational memory. To verify the effects of the three switching factors, an agent-based model simulation was conducted, and the results showed that all switching factors were effective in improving the quality of organizational knowledge, but not in the diversity. In order to derive the optimal strategy based on switching factors, the meta-data of the simulation was used to perform the meta-frontier analysis. The results show that the combination of knowledge conflict and reconsideration has the highest efficiency, whereas the combination of knowledge conflict and organizational knowledge has the lowest efficiency. The last study, "The effect of the use of emerging technologies on the organizational knowledge creation: focusing on the use of big data analysis and online platform," identified how the use of new technology affects the production of organizational knowledge. The study focused on the use of big data and the use of online platforms. Based on the survey data, the impacts of the use of each technology on the groupthink and collective intelligence were identified. Through the above studies, this paper put forward the method of improving the efficiency of the organizational knowledge creation process. Guidelines for establishing organizational strategies using switching factors can be suggested, and the level of use of big data and online platforms can be suggested to encourage collective intelligence.์ง€์‹์€ ์ธ๋ฅ˜์˜ ์ง„๋ณด๋ฅผ ์œ„ํ•œ ์ค‘์š”ํ•œ ์›์ฒœ ์ค‘ ํ•˜๋‚˜์ด๋‹ค. ์ง€์‹์˜ ์ค‘์š”์„ฑ ๋™์•ˆ ๋‹ค์–‘ํ•œ ๋ถ„์•ผ์—์„œ, ์‹œ๊ฐ„์ด ์ง€๋‚˜๋ฉด์„œ ๋…๋ฆฝ ์ „๋ฌธ๊ฐ€๋“ค, ์‹œ์Šคํ…œ ๋ฐ ์—ฐ๊ตฌ ๊ฒฐ๊ณผ๋Š” ์˜ค๋กœ์ง€ ์ง€์‹์„ ๋‹ค๋ฃจ๋Š” ๋“ฑ์žฅํ–ˆ๋‹ค ๊ฐ•์กฐ๋˜๊ณ  ์žˆ๋‹ค. ์ตœ๊ทผ ๊ธฐ์ˆ ์˜ ๊ธ‰์†ํ•œ ๋ฐœ์ „์€ ์šฐ๋ฆฌ ์‚ฌํšŒ์— ๋” ๋งŽ์€ ์–‘๊ณผ ์งˆ ๋†’์€ ์ง€์‹์„ ํ•„์š”๋กœ ํ–ˆ๊ณ , ๊ทธ ์ง€์‹์€ ๊ฒฝ์Ÿ ์ž์ฒด๊ฐ€ ๋˜์—ˆ๋‹ค. ์ดˆ๊ธฐ์˜ ์ง€์‹ ์ฐฝ์ถœ ๊ณผ์ •์€ ๊ฐœ์ธ ๋˜๋Š” ์†Œ์ˆ˜์˜ ์ „๋ฌธ๊ฐ€ ์ง‘๋‹จ์˜ ์—ญํ• ์„ ๊ฐ•์กฐํ–ˆ๋‹ค. ํŠนํžˆ ์ „๋ฌธ๊ฐ€๋“ค์˜ ํ›Œ๋ฅญํ•œ ๊ฐœ์ธ์ด ์ž‘์€ ๊ทœ๋ชจ์— ์˜ํ•ด ์ง€์‹์˜ ์ฐฝ์ถœ, ์ง€์‹์˜ ์ƒ์‚ฐ์— ๊ฐ€์žฅ ๊ธฐ์—ฌํ•œ๋‹ค๊ณ  ์—ฌ๊ฒจ์ ธ ์™”๋‹ค. ๊ทธ๋Ÿฌ๋‚˜, ์˜จ๋ผ์ธ์ƒ์—์„œ ๊ณต๊ฐ„ ์ •๋ณด ํ†ต์‹  ๊ธฐ์ˆ  ์ถœํ˜„ ๋ฐ ๋น… ๋ฐ์ดํ„ฐ์˜ ์‚ฌ์šฉ์€ ์ „๋ก€ ์—†์ด ์ธ๊ฐ„์˜ ์ง€์‹ ์ƒ์‚ฐ ๊ณผ์ •์„ ๋ฐ”๊พธ๊ธฐ ์‹œ์ž‘ํ–ˆ๋‹ค. ์ง€์‹์˜ ์ƒ์‚ฐ ๊ฐœ์ธ ๋Šฅ๋ ฅ์— ๋”ฐ๋ผ ์ ์ฐจ ์ƒˆ๋กœ์šด ๊ธฐ์ˆ ๊ณผ ๋งŽ์€ ์‚ฌ๋žŒ๋“ค์— ์˜ํ•ด ๋Œ€์ฒด๋˜๊ธฐ ์‹œ์ž‘ํ–ˆ๋‹ค. ์ƒˆ๋กœ์šด ๊ธฐ์ˆ ๊ณผ ์กฐ์ง ํ˜‘๋ ฅ์˜ ์กฐํ•ฉ์€ ์กฐ์ง์  ์˜์‚ฌ ๊ฒฐ์ •์˜ ์ฃผ์š” ๋™์ธ์œผ๋กœ ํ™œ์šฉ๋˜๋Š” ์ƒˆ๋กœ์šด ์ง€์‹ ์‹œ์Šคํ…œ์ธ ์ง‘๋‹จ ์ง€์„ฑ์ด๋ผ๊ณ  ๋ถˆ๋ฆฌ๋Š” ๋ฐฉ์•ˆ์„ ์ œ์•ˆ๋˜๊ธฐ ์‹œ์ž‘ํ–ˆ๋‹ค. ์ด๋Ÿฌํ•œ ๋ฐฉ์‹์€ ํ˜„๋Œ€ ์‚ฌํšŒ ์กฐ์ง๋“ค์˜ ์ง€์‹ ์ฐฝ์ถœ์˜ ์ค‘์š”ํ•œ ์ถ•์„ ๋‹ด๋‹นํ•˜๊ณ  ์žˆ๋‹ค. ์œ„ํ‚คํ”ผ๋””์•„๋Š” ์˜จ๋ผ์ธ ํ”Œ๋žซํผ ์ด ์ง‘๋‹จ ์ง€์„ฑ์„ ์ด์šฉํ•˜๋Š” ๊ฐ€์žฅ ์„ฑ๊ณต์ ์ธ ๋ถ„์•ผ์ด๋‹ค. ์ด ํ”Œ๋žซํผ์€ ๋ฌด์ž‘์œ„์˜ ์‚ฌ๋žŒ๋“ค์ด ์ฐธ์—ฌํ•˜๋ฉฐ, ๋‹จ์ง€ ์ง€์‹๊ณผ ์ˆ˜์ • ์ €์žฅ๋  ์ˆ˜ ์žˆ๋Š” ์ธํ„ฐํŽ˜์ด์Šค๋ฅผ ์ค€๋‹ค. ์„ธ๊ณ„์ ์œผ๋กœ ๊ฐ€์žฅ ํฐ ์ง€์‹ ํ”Œ๋žซํผ์ธ ์œ„ํ‚คํ”ผ๋””์•„์˜ ์„ฑ๊ณต์€ ๊ตฐ์ค‘ ์†์—์„œ ์ง€์‹ ์ „๋ฌธ๊ฐ€ ์ง‘๋‹จ์˜ ๊ฐœ์ž… ์—†์ด ํ†ตํ•ฉ๋œ ์ƒํ˜ธ์ž‘์šฉ์œผ๋กœ์จ ์ด์ง€์‹ ์ƒํƒœ๊ณ„์˜ ๋†’์€ ์ˆ˜์ค€์„ ๋งŒ๋“ ๋‹ค๋Š” ๊ฒƒ์„ ์ฆ๋ช…ํ–ˆ์œผ๋ฉฐ, ๋˜ํ•œ ์ง€์‹ ์ฐฝ์ถœ์˜ ์ฃผ ๋™๋ ฅ์ด ์žฌ๋Šฅ ์žˆ๋Š” ๊ฐœ์ธ๋“ค ์—์„œ ์กฐ์ง์œผ๋กœ ์˜ฎ๊ฒจ ๊ฐ€๊ณ  ์žˆ๋‹ค๋Š” ๊ฑธ ์ฆ๋ช…ํ•˜์˜€๋‹ค. ํ•˜์ง€๋งŒ ์ง‘๋‹จ ์ง€์„ฑ์˜ ์ผ๋ถ€ ํ•œ๊ณ„ ๊ฐ€์ง€๊ณ  ์žˆ์—ˆ๋‹ค. ์ฒซ์งธ, ์ง‘๋‹จ ์ง€์„ฑ์€ ์ผ๋ฐ˜์ ์œผ๋กœ ๋†’์€ ์ˆ˜์ค€์˜ ๋ถ„๊ถŒํ™”์™€ ์ˆ˜ํ‰ ๊ณ„์ธต ๊ตฌ์กฐ๋ฅผ ๊ฐ–๊ธฐ ๋•Œ๋ฌธ์—, ๊ฐœ๋ณ„ ์ง€์‹์˜ ํ†ตํ•ฉ ์–ด๋ ต๋‹ค. ๋‹จ์ˆœํ•œ ์˜๊ฒฌ ํ†ตํ•ฉ ๋ฐฉ์‹์€ ์ง‘๋‹จ์ง€์„ฑ์˜ ์ƒ์Šนํšจ๊ณผ๋ฅผ ๋ฐฉํ•ดํ•˜๊ณ  ์ง‘๋‹จ์‚ฌ๊ณ ๋กœ ์ธํ•œ ๊ฒฐํ•จ ์žˆ๋Š” ์ง€์‹ ์ƒ์‚ฐ์„ ์•ผ๊ธฐํ•  ์ˆ˜ ์žˆ๊ธฐ ๋•Œ๋ฌธ์—, ์ง‘๋‹จ์ง€์„ฑ์„ ์œ„ํ•œ ์ƒˆ๋กœ์šด ์ง€์‹ ํ†ตํ•ฉ ๋ฐฉ์‹์ด ์š”๊ตฌ๋œ๋‹ค. ๋˜ ๋‹ค๋ฅธ ๋ฌธ์ œ๋Š” ์ง€์‹์˜ ํ‰๊ฐ€์— ์žˆ๋‹ค. ํŠนํžˆ ์ง€์‹์— ๋Œ€ํ•œ ํ‰๊ฐ€๋Š” ๋ฌธ์ œ๊ฐ€ ํ•˜๋‚˜์˜ ํ•ด๊ฒฐ์ฑ…์„ ๊ฐ–์ง€ ์•Š์„ ๋•Œ ๋”์šฑ ์ค‘์š”ํ•ด์ง„๋‹ค. ์ด๊ฒƒ์ด ์ƒˆ๋กœ์šด ์ง€์‹ ํ‰๊ฐ€ ๋ฐฉ์‹์ด ํ•„์š”ํ•œ ์ด์œ ์ด๋‹ค. ๋˜ํ•œ ์ง€์‹ ์ƒ์‚ฐ์„ ์„ฑ๊ณต์ ์œผ๋กœ ๋‹ฌ์„ฑํ•˜๊ธฐ ์œ„ํ•ด์„œ๋Š” ๋‹ค์–‘ํ•œ ์กฐ๊ฑด๋“ค์ด ์ถฉ์กฑ๋˜์–ด์•ผ ํ•œ๋‹ค. ๊ทธ ๋•Œ๋ฌธ์— ์ง‘๋‹จ ์ง€๋Šฅ์— ๊ด€ํ•œ ์„ ํ–‰์—ฐ๊ตฌ์˜ ๋Œ€๋ถ€๋ถ„์€ ์„ฑ๊ณต์ ์ธ ์ง‘๋‹จ ์ง€๋Šฅ์˜ ์กฐ๊ฑด์— ์ดˆ์ ์„ ๋งž์ถ”๊ณ  ์žˆ๋‹ค. ๋งŒ์•ฝ ์ง‘๋‹จ์ง€์„ฑ์˜ ์กฐ๊ฑด์ด ์ถฉ์กฑ๋˜์ง€ ์•Š๋Š”๋‹ค๋ฉด? ์ด์— ๋Œ€ํ•œ ํ•ด๋‹ต์€ ์ง‘๋‹จ์ง€๋Šฅ ๊ด€์ ์ด ์ฑ„ํƒ๋˜๊ธฐ ์ „์— ๋„์ž…๋œ ์ง‘๋‹จ ์‚ฌ๊ณ ์˜ ๊ฐœ๋…์— ์žˆ์—ˆ๋‹ค. ์ง‘๋‹จ ์‚ฌ๊ณ ๋Š” ์กฐ์ง์˜ ํ•ฉ์˜๋ฅผ ์ด๋ฃจ๊ธฐ ์œ„ํ•ด ๋Œ€์•ˆ์— ๋Œ€ํ•œ ๋น„ํŒ, ํ‰๊ฐ€ ๋ฐ ๊ณ ๋ ค๋ฅผ ๊ฐ„๊ณผํ•˜๋Š” ์ง‘๋‹จ์  ๊ฒฝํ–ฅ์œผ๋กœ ์ •์˜๋œ๋‹ค. ์ง‘๋‹จ ์‚ฌ๊ณ ๋Š” ์ง‘๋‹จ์ง€์„ฑ๊ณผ๋Š” ๋‹ฌ๋ฆฌ ์กฐ์ง์  ์˜์‚ฌ๊ฒฐ์ • ์‹คํŒจ์˜ ์›์ธ์œผ๋กœ ์ง€์ ๋˜์–ด ์™”๋‹ค. ๊ทธ๋ž˜์„œ ๊ด€๋ จ ์—ฐ๊ตฌ๋Š” ์กฐ์ง์ ์ธ ์‹คํŒจ๋ฅผ ๋ง‰๊ธฐ ์œ„ํ•ด ์ง‘๋‹จ ์‚ฌ๊ณ ์˜ ์›์ธ์„ ๊ทœ๋ช…ํ•˜๊ณ  ํ•ด๊ฒฐํ•  ํ•ด๊ฒฐ์ฑ…์„ ์ฐพ๋Š” ๋ฐ ์ดˆ์ ์„ ๋งž์ถ”๊ณ  ์žˆ๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ์ง‘๋‹จ์ง€์„ฑ๊ณผ ์ง‘๋‹จ์  ์‚ฌ๊ณ ๋Š” ๋ชจ๋‘ ์กฐ์ง์  ์ง€์‹ ์ฐฝ์ถœ์ด๋‚˜ ์˜์‚ฌ๊ฒฐ์ •์˜ ๊ณผ์ •์—์„œ ์ž์—ฐ์Šค๋Ÿฝ๊ฒŒ ๋ฐœ์ƒํ•˜๋Š” ํ˜„์ƒ์ด๋‹ค. ํ•˜์ง€๋งŒ ์ง‘๋‹จ์‚ฌ๊ณ ์˜ ์›์ธ์„ ์ฐพ๋Š” ๊ฒƒ์ด ์ง„์ •ํ•œ ํ•ด๊ฒฐ์ฑ…์ด ๋  ์ˆ˜ ์žˆ๋Š”์ง€์— ๋Œ€ํ•ด์„œ๋Š” ์˜๋ฌธ์ด ์กด์žฌํ•œ๋‹ค. ์ง‘๋‹จ ์ง€์„ฑ๊ณผ ์ง‘๋‹จ์‚ฌ๊ณ  ํ˜„์ƒ์€ ์กฐ์ง์˜ ์ง€์‹์ฐฝ์ถœ ๋˜๋Š” ์˜์‚ฌ๊ฒฐ์ • ๊ณผ์ •์—์„œ ๋ฐœ์ƒํ•œ๋‹ค. ๊ทธ๋“ค์˜ ๊ฒฐ๊ณผ๋ฌผ๊ณผ ๋ฌด๊ด€ํ•˜๊ฒŒ, ์กฐ์ง์€ ๊ทธ๋“ค์˜ ๋ชฉํ‘œ๋‹ฌ์„ฑ์„ ์œ„ํ•˜์—ฌ ๊พธ์ค€ํžˆ ์ง€์‹์ฐฝ์ถœ ํ–‰์œ„๋ฅผ ์ˆ˜ํ–‰ํ•ด์•ผ ํ•œ๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ๋ฌธ์ œ๋Š” ๊ฒฐ๊ณผ์— ๋Œ€ํ•œ ํ‰๊ฐ€๊ฐ€ ์ด๋ฃจ์–ด์ง€๊ธฐ ์ด์ „์—๋Š” ๊ทธ๋“ค์˜ ์กฐ์ง์ด ํ˜„์žฌ ์ง‘๋‹จ์‚ฌ๊ณ ์™€ ์ง‘๋‹จ์ง€์„ฑ ์ค‘ ์–ด๋–ค ์ƒํ™ฉ์— ์žˆ๋Š”์ง€๋ฅผ ์•Œ์•„๋‚ด๊ธฐ๊ฐ€ ์–ด๋ ต๋‹ค๋Š” ์ ์ด๋‹ค. ์ˆ˜ ๋งŽ์€ ์—ฐ๊ตฌ๋“ค์ด ์กฐ์ง ์ง€์‹ ์ฐฝ์ถœ๊ณผ ๊ด€๋ฆฌ๋ฅผ ํšจ๊ณผ์ ์œผ๋กœ ํ•˜๊ธฐ ์œ„ํ•˜์—ฌ ์ด๋ก ๊ณผ ๊ฐ€์„ค๋“ค์„ ์ œ์‹œํ•˜์—ฌ ์™”๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ๋ถˆํ–‰ํžˆ๋„ ์ง‘๋‹จ์‚ฌ๊ณ ์™€ ์ง‘๋‹จ์ง€์„ฑ์˜ ์ „ํ™˜์˜ ๊ด€์ ์—์„œ ์ด๋ฃจ์–ด์ง„ ์—ฐ๊ตฌ๋Š” ๊ฑฐ์˜ ์—†์—ˆ๋‹ค. ์ด ๋…ผ๋ฌธ์˜ ๋ชฉ์ ์€ ์ง‘๋‹จ ์‚ฌ๊ณ ์™€ ์ง‘๋‹จ ์ง€์„ฑ์ด๋ผ๋Š” ๋‘ ๊ฐ€์ง€ ๊ฐœ๋…์„ ๋ฐ”ํƒ•์œผ๋กœ ์กฐ์ง ์ง€์‹ ์ฐฝ์ถœ์˜ ๋ฐฉ๋ฒ•์„ ์ดํ•ดํ•˜๋Š” ๊ฒƒ์ด๋‹ค. ๋‚˜์˜ ์—ฐ๊ตฌ๋ชฉํ‘œ๋ฅผ ์™„์„ฑํ•˜๊ธฐ ์œ„ํ•ด ์„ธ ๊ฐ€์ง€ ์ž‘์€ ์ฃผ์ œ๊ฐ€ ์ œ๊ธฐ๋˜์—ˆ๋‹ค. ์ฒซ์งธ, ์šฐ๋ฆฌ๋Š” ์ง‘๋‹จ ์‹คํŒจ์˜ ์ฃผ์š” ์›์ธ ์ค‘ ํ•˜๋‚˜๋กœ ๊ฐ€์žฅ ๋„๋ฆฌ ์‚ฌ์šฉ๋˜์–ด ์˜จ ์ง‘๋‹จ ์‚ฌ๊ณ  ํ˜„์ƒ์„ ๊ณ ๋ คํ•ด์•ผ ํ•œ๋‹ค. ๋‘˜์งธ, ์ง‘๋‹จ ์‚ฌ๊ณ ์™€ ์ง‘๋‹จ์ง€์„ฑ์„ ์—ฐ๊ฒฐํ•˜๋Š” ๋‹ค๋ฆฌ๋Š” ์กฐ์ง ์ง€์‹ ์ฐฝ์กฐ๋ฅผ ๊ฐ•ํ™”ํ•˜๋Š” ์š”์ธ์„ ์ฐพ์•„๋‚ด๊ธฐ ์œ„ํ•ด ์„ธ์›Œ์ ธ์•ผ ํ•œ๋‹ค. ์…‹์งธ, ๋ช‡ ๊ฐ€์ง€ ์ „๋žต์ ์ธ ์ธก๋ฉด์ด ํ•„์š”ํ•˜๋‹ค. ์ž๊ธฐ ์กฐ์งํ™”์™€ ์‚ฌํšŒ ๊ธฐ์ˆ ์  ๊ด€์ ์—์„œ ๋ณธ ๋…ผ๋ฌธ์€ ์กฐ์ง ์ง€์‹ ์ฐฝ์ถœ์„ ์œ„ํ•œ ํšจ๊ณผ์ ์ธ ์ „๋žต์„ ์ œ์•ˆํ•œ๋‹ค. ์ œ3์žฅ์˜ ์ฒซ ๋ฒˆ์งธ ์—ฐ๊ตฌ๋Š” '์กฐ์ง์—์„œ ์ง‘๋‹จ ์‚ฌ๊ณ ๋ฅผ ์—†์•จ ์ˆ˜ ์žˆ์„๊นŒ?'๋ผ๋Š” ์ฒซ ๋ฒˆ์งธ ์ฃผ์ œ์— ๋Œ€ํ•œ ๋‹ต์„ ์ฃผ๋ ค๊ณ  ๋…ธ๋ ฅํ–ˆ๋‹ค. ์ œ3์žฅ์—์„œ ์ œ์•ˆ๋œ ์ง‘๋‹จ ์‚ฌ๊ณ ์˜ ๋‹ค๋ฅธ ๊ด€์ ๋“ค์— ๊ทผ๊ฑฐํ•˜์—ฌ ์ง‘๋‹จ ์‚ฌ๊ณ ์˜ ์ง‘๋‹จ์ง€์„ฑ์œผ๋กœ ์ „ํ™˜ํ•˜๋Š” ์š”์ธ์„ ๋„์ถœํ•œ๋‹ค. ์ œ4์žฅ์—์„œ๋Š” ์ „ํ™˜ ์š”์ธ์˜ ํšจ๊ณผ์™€ ์ด๋ฅผ ์ด์šฉํ•œ ํšจ์œจ์ ์ธ ์ „๋žต์— ๋Œ€ํ•ด ๋…ผํ•œ๋‹ค. ์ œ4์žฅ์—์„œ์˜ ๊ฒฐ๊ณผ๋“ค์€ '์ง‘๋‹จ ์‚ฌ๊ณ ์™€ ์ง‘๋‹จ์ง€๋Šฅ ์‚ฌ์ด์— ์–ด๋–ค ์—ฐ๊ด€์„ฑ์ด ์žˆ๋Š”๊ฐ€?'๋ผ๋Š” ์งˆ๋ฌธ์— ๋Œ€ํ•œ ๋‹ต์„ ์ค„ ์ˆ˜ ์žˆ๋‹ค. ์ œ5์žฅ ๋ณธ ๋…ผ๋ฌธ์˜ ๋งˆ์ง€๋ง‰ ์—ฐ๊ตฌ์—์„œ๋Š” ๋น…๋ฐ์ดํ„ฐ ๋ถ„์„, ์˜จ๋ผ์ธ ํ”Œ๋žซํผ ๋“ฑ์˜ ๊ธฐ์ˆ  ํ™œ์šฉ์„ ์œ„ํ•œ ํšจ๊ณผ์ ์ธ ์ „๋žต์„ ์ œ์•ˆํ•˜๋Š” ๊ฒƒ์„ ๋ชฉํ‘œ๋กœ ํ•œ๋‹ค. ๊ฐ ์—ฐ๊ตฌ์˜ ์ž์„ธํ•œ ๋‚ด์šฉ์€ ๋‹ค์Œ๊ณผ ๊ฐ™๋‹ค, ์ฒซ ๋ฒˆ์งธ ์—ฐ๊ตฌ "Is groupthink really inevitable?: based on self-organization aspect"๋Š” ์ง‘๋‹จ ์‚ฌ๊ณ ์˜ ๊ธด๊ธ‰ํ•œ ๋ฉ”์ปค๋‹ˆ์ฆ˜์— ๊ด€ํ•œ ๊ฒƒ์ด๋‹ค. ์ด ์—ฐ๊ตฌ๋Š” ๋‘ ๊ฐ€์ง€ ์ฃผ์ œ๋ฅผ ์ƒ์„ธํžˆ ๋‹ค๋ฃจ๊ณ  ์žˆ๋‹ค. ์ฒซ๋ฒˆ์งธ๋Š” Janis์˜ ์ง‘๋‹จ ์‚ฌ๊ณ  ๋ชจ๋ธ์„ ๊ฐ€์žฅ ์ž˜ ์•Œ๋ ค์ง„ ๊ฒƒ์œผ๋กœ ๊ฒ€์ฆํ•˜๋Š” ๊ฒƒ์ด๋‹ค. ์ด๊ฒƒ์€ ์ง‘๋‹จ ์‚ฌ๊ณ ์— ๋Œ€ํ•œ Janis์˜ ์„ ํ˜• ๋ชจ๋ธ์˜ ํ•œ๊ณ„๋ฅผ ์ œ์‹œํ•˜๊ณ  ๋‹ค๋ฅธ ๊ด€์ ์˜ ํ•„์š”์„ฑ์„ ์ œ์‹œํ–ˆ๋‹ค. ๋‘ ๋ฒˆ์งธ๋Š” ์ž๊ธฐ ์กฐ์ง์  ๊ด€์ ์—์„œ ์ง‘๋‹จ ์‚ฌ๊ณ  ํ˜„์ƒ์ด ๋ฐœ์ƒํ•˜๋Š” ์‹œ๋ฎฌ๋ ˆ์ด์…˜์ด์—ˆ๋‹ค. ์‹œ๋ฎฌ๋ ˆ์ด์…˜ ์‹คํ—˜์˜ ๊ฒฐ๊ณผ๋Š” ์ง‘๋‹จ ์‚ฌ๊ณ ๊ฐ€ ํ˜‘๋ ฅ์ ์ธ ์ƒํ™ฉ์—์„œ ์ž์—ฐ์Šค๋Ÿฝ๊ฒŒ ์ผ์–ด๋‚  ์ˆ˜ ์žˆ๋Š” ํ˜„์ƒ์ด๋ผ๋Š” ๊ฒƒ์„ ๋ณด์—ฌ์ฃผ์—ˆ๋‹ค. ์ด ์—ฐ๊ตฌ์˜ ๊ฒฐ๊ณผ๋Š” ์ง‘๋‹จ์  ์‚ฌ๊ณ  ํ˜„์ƒ์„ ์กฐ์ง์œผ๋กœ๋ถ€ํ„ฐ ์™„์ „ํžˆ ์ œ๊ฑฐํ•˜๋Š” ๊ฒƒ๋ณด๋‹ค ์ ์ ˆํ•œ ์กฐ์น˜๋ฅผ ํ†ตํ•ด ์ƒ์‚ฐ์ ์œผ๋กœ ๋งŒ๋“œ๋Š” ๊ฒƒ์ด ๋” ์ค‘์š”ํ•˜๋‹ค๋Š” ๊ฒƒ์„ ๋ณด์—ฌ์ค€๋‹ค. ๋‘ ๋ฒˆ์งธ ์—ฐ๊ตฌ์ธ "The optimal knowledge creation strategy of organizations in groupthink situations"์˜ ๋ชฉํ‘œ๋Š” ๋‘ ๊ฐ€์ง€๋‹ค. ์ฒซ์งธ, ์ง‘๋‹จ์‚ฌ๊ณ ์—์„œ ์กฐ์ง์˜ ์ „ํ™˜ ์š”์ธ์„ ํŒŒ์•…ํ•˜์—ฌ ์ง‘๋‹จ์ง€๋Šฅ์œผ๋กœ ์ „ํ™˜ํ•˜๊ณ , ๋‘˜์งธ, ์ „ํ™˜ ์š”์ธ์„ ํ™œ์šฉํ•œ ์ตœ์  ์ „๋žต์„ ์กฐ์‚ฌํ•œ๋‹ค. ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ์ง€์‹ ์ถฉ๋Œ, ๋Œ€์•ˆ์˜ ์žฌ๊ณ , ์กฐ์ง ๊ธฐ์–ต์˜ ์„ธ ๊ฐ€์ง€ ์š”์†Œ๊ฐ€ ์„ ํ–‰ ๋ฌธํ—Œ๋“ค์—์„œ ๋„์ถœ๋˜์—ˆ๋‹ค. ์„ธ ๊ฐ€์ง€ ์ „ํ™˜ ์š”์ธ์˜ ํšจ๊ณผ๋ฅผ ๊ฒ€์ฆํ•˜๊ธฐ ์œ„ํ•ด ํ–‰์œ„์ž ๊ธฐ๋ฐ˜ ๋ชจ๋ธ ์‹œ๋ฎฌ๋ ˆ์ด์…˜์„ ์‹ค์‹œํ•˜์˜€๊ณ , ๊ทธ ๊ฒฐ๊ณผ ๋ชจ๋“  ์ „ํ™˜ ์š”์ธ์ด ์กฐ์ง ์ง€์‹์˜ ์งˆ์„ ํ–ฅ์ƒ์‹œํ‚ค๋Š” ๋ฐ ํšจ๊ณผ์ ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ์œผ๋‚˜ ๋‹ค์–‘์„ฑ ์ฆ๋Œ€์—๋Š” ํฐ ํšจ๊ณผ๊ฐ€ ์—†์—ˆ๋‹ค. ์ „ํ™˜ ์š”์ธ์— ๊ธฐ์ดˆํ•œ ์ตœ์ ์˜ ์ „๋žต์„ ๋„์ถœํ•˜๊ธฐ ์œ„ํ•ด, ์‹œ๋ฎฌ๋ ˆ์ด์…˜์˜ ๋ฉ”ํƒ€ ๋ฐ์ดํ„ฐ๋ฅผ ํ™œ์šฉํ•˜์—ฌ ๋ฉ”ํƒ€ ํ”„๋Ÿฐํ‹ฐ์–ด ๋ถ„์„์„ ์ˆ˜ํ–‰ํ–ˆ๋‹ค. ๊ทธ ๊ฒฐ๊ณผ๋Š” ์ง€์‹ ์ถฉ๋Œ๊ณผ ๋Œ€์•ˆ์˜ ์žฌ๊ณ ์˜ ์กฐํ•ฉ์ด ๊ฐ€์žฅ ํšจ์œจ์„ฑ์ด ๋†’์€ ๋ฐ˜๋ฉด ์ง€์‹ ์ถฉ๋Œ๊ณผ ์กฐ์ง ๊ธฐ์–ต์˜ ์กฐํ•ฉ์€ ํšจ์œจ์„ฑ์ด ๊ฐ€์žฅ ๋‚ฎ๋‹ค๋Š” ๊ฒƒ์„ ๋ณด์—ฌ์ค€๋‹ค. ๋งˆ์ง€๋ง‰ ์—ฐ๊ตฌ์ธ "Effect of emerging technologies on the organizational knowledge creation: the use of big data analytics and online platforms"๋Š” ์—ฐ๊ตฌ์—์„œ๋Š” ์‹ ๊ธฐ์ˆ ์˜ ํ™œ์šฉ์ด ์กฐ์ง ์ง€์‹์˜ ์ƒ์‚ฐ์— ์–ด๋–ค ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š”์ง€ ํŒŒ์•…ํ–ˆ๋‹ค. ์ด ์—ฐ๊ตฌ๋Š” ๋น…๋ฐ์ดํ„ฐ์˜ ์‚ฌ์šฉ๊ณผ ์˜จ๋ผ์ธ ํ”Œ๋žซํผ ์‚ฌ์šฉ์— ์ดˆ์ ์„ ๋งž์ท„๋‹ค. ์กฐ์‚ฌ ๋ฐ์ดํ„ฐ๋ฅผ ๋ฐ”ํƒ•์œผ๋กœ ๊ฐ ๊ธฐ์ˆ ์ด ์ง‘๋‹จ ์‚ฌ๊ณ ์™€ ์ง‘๋‹จ ์ง€๋Šฅ์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์„ ํŒŒ์•…ํ•˜์˜€๋‹ค. ์ด ์—ฐ๊ตฌ์˜ ๊ฒฐ๊ณผ๋Š” ๋ณธ ๋…ผ๋ฌธ์€ ์ƒ๊ธฐ ์—ฐ๊ตฌ๋ฅผ ํ†ตํ•ด ์กฐ์ง ์ง€์‹์ฐฝ์ถœ ๊ณผ์ •์˜ ํšจ์œจ์„ฑ์„ ๋†’์ด๊ณ  ์กฐ์ง ์ „๋žต๊ณผ ๊ธฐ์ˆ ์  ์ธก๋ฉด์˜ ์–‘์งˆ์˜ ์ง€์‹์„ ์ฐฝ์ถœํ•˜๋Š” ๋ฐฉ๋ฒ•์„ ์ œ์‹œํ–ˆ๋‹ค. ์ „ํ™˜ ์š”์ธ์„ ํ™œ์šฉํ•œ ์กฐ์ง ์ „๋žต ์ˆ˜๋ฆฝ ๊ฐ€์ด๋“œ๋ผ์ธ์„ ์ œ์‹œํ•˜๊ณ , ๋น…๋ฐ์ดํ„ฐ ๋ถ„์„ ๊ธฐ์ˆ ์˜ ํ™œ์šฉ๊ณผ ์˜จ๋ผ์ธ ํ”Œ๋žซํผ์˜ ํ™œ์šฉ์„ ํ†ตํ•ด ์‚ฌํšŒ๊ธฐ์ˆ ์ (socio-technology) ๊ด€์ ์—์„œ์˜ ์ „๋žต์„ ์ œ์‹œํ•œ๋‹ค.Chapter 1. Introduction 1 1.1 Research background 1 1.2 Problem statement 3 1.3 Research objective 4 1.4 Research question 7 1.5 Research outline 9 Chapter 2. Literature review 12 2.1 Creation of organizational knowledge 12 2.2 Groupthink 15 2.2.1 Criticisms on empirical evidence 18 2.2.2 Criticisms on framework 19 2.3 Collective intelligence 22 2.4 Switching factors 27 2.4.1 Knowledge conflict 30 2.4.2 Reconsideration of alternatives 32 2.4.3 Organizational memory 33 2.5 Technology and organizational knowledge 35 2.5.1 Big data analytics 35 2.5.1 Online platforms 37 Chapter 3. Is groupthink really inevitable?: based on self-organization aspect 41 3.1 Introduction 41 3.2 Revisiting Janis groupthink model 47 3.2.1 Evidence of Janis groupthink model 47 3.2.2 Data 48 3.2.3 Measurement 52 3.2.4 Retesting Janis groupthink model 54 3.3 Groupthink simulation model 55 3.3.1 Overview 57 3.3.2 Design concept 72 3.3.3 Details 73 3.4 Simulation results 82 3.4.1 No interaction model 82 3.4.2 Interaction model (baseline model) 84 3.4.3 Groupthink models 87 3.5 Discussion 90 3.5.1 The effect of group cohesiveness 91 3.5.2 The effect of structural faults 93 3.5.3 Inevitability of groupthink 93 Chapter 4. Comparing the better knowledge creation strategy of organizations in groupthink situations 95 4.1 Introduction 95 4.2 Effect of switching factor 100 4.2.1 Overview 101 4.2.2 Details 116 4.3 Simulation result 120 4.3.1 Reference model 120 4.3.2 Knowledge optimization and knowledge bias 121 4.3.3 Quality of knowledge and average utility 125 4.4 Finding the optimal strategy 128 4.4.1 Meta-frontier analysis 128 4.4.2 Comparison of strategies using switching factors 132 4.5 Discussion 134 4.6 Conclusion and limitations 139 Chapter 5. Effect of emerging technologies on the organizational knowledge creation: the use of big data analytics and online platforms 140 5.1 Introduction 140 5.2 Technology and organizational knowledge creation 146 5.2.1 Organizational knowledge creation 147 5.2.2 Big data analytics 148 5.2.3 Online platform 150 5.2.4 Task complexity 154 5.3 The effect of technology usage 155 5.3.1 Data 155 5.3.2 Measurement 157 5.3.3 Regression model 163 5.3.4 Result: the effect of the use of technology 164 5.4 Discussion 171 Chapter 6. Conclusion and implications 175 6.1 Conclusions 175 6.1.1 Overall summary 175 6.1.2 Main findings 188 6.2 Implications 188 6.3 Utilization 193 6.3.1 Firm 193 6.3.2 Policy 195 References 196 Appendix 258 Abstract (Korean) 289Docto

    Personality, Technology, and Learning

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    Computers continued encroachment on todayโ€™s society can be seen in a college lecture hall, where a growing number of students use laptops for their academic needs. Current academic laptop use research predominantly makes broad generalizations across users, indicating that laptop use in the classroom has negative influences on academic outcomes. However, this research neglects to take into account possible individual differences in the users. It is hypothesized that students\u27 levels of conscientiousness and impulsivity would moderate the relationship between laptop use and academic performance, while a studentโ€™s multitasking experience would mediate this same relationship, forming a moderated mediation model. Using an online sample of college aged students (N= 195), the hypothesized moderated mediation model was not supported. Students\u27 levels of conscientiousness or impulsivity do not moderate the relationship between laptop use and academic performance, and a studentโ€™s multitasking experience does not mediate this same relationship

    Exploring the interactions underlying flow states: A connecting analysis of flow occurrence in European Tour golfers

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    Objectives: Research to date has identified a range of factors suggested to facilitate flow states in sport. However, less attention has focused on how exactly those facilitating factors influence the occurrence of flow. Therefore, this study aimed to explore the specific ways in which such facilitators influenced flow occurrence in European Tour golfers. Design: Qualitative design. Method: Ten full-time golfers from the European Tour (M age=37; SD=13.08) participated in semi-structured interviews investigating the occurrence of their flow states. Data were interpreted using an iterative process of thematic and connecting analyses. Results: Ten facilitators of flow were identified, of which commitment and the caddie have not been reported previously. Twenty four connecting links were identified in the data, through which the caddie, effective preparation, and high-quality performance appeared to be most influential for flow occurrence. Confidence and concentration also emerged as key constructs underlying the flow experience in this setting. Conclusion: A central contribution of this study is the identification of ways in which facilitating factors could influence flow occurrence in elite golf. This process adds detail to understanding of flow occurrence, and moves beyond simply identifying factors which are associated with the experience. As such, connecting analysis is proposed as an additional strategy for qualitatively investigating flow occurrence in sport. Results are discussed in relation to previous literature, and recommendations are identified for researchers, athletes, coaches and practitioners
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