Social Practices of Creating and Using UX Artifacts in Agile Organizations

This study conceptualizes UX activities as social practices emerging from how agile software development (ASD) team members create and use UX artifacts in a real-world software development setting. We sought to understand what social practices emerge when integrating UX and ASD activities in an organization. To this end, we observed the use of three UX artifacts: affinity diagrams, personas, and prototypes. Our findings showed that two social practices were established: the creation and use of UX artifacts. We provided insights into how ASD stakeholders possessing different competencies attach meanings to materials (i.e., UX artifacts) and thus form social practices. Also, we found that the two social practices share the same materials, while the stakeholders construct meanings associated with materials depending on their job role

A definition of digital media literacy competences required by workers to collaborate in distance work environments

This chapter is structured as follows. First, we lay out the theoretical framework for our work. We introduce the concept of digital media literacy (DML) and discuss how it positions our object of study beyond a technologically-centered approach, encompasses both basic operational skills and full-fledged competences, and allows us to articulate both functional and critical aspects of these competences. We then specify the relationship between DML and the social practices that actualize them. Finally, we define categories of collaborative work that are essential to our observation of distance collaboration practices. Second, we detail the methods of data collection and analysis we used to infer a map of DML competence from the interview and observational data of sixty workers engaged in distance collaboration in ten public and private Belgian organizations. Third, we present an overview of the results of our analyses, followed by a detailed description of the domains of competence we identified in terms of activities collaborators perform, and dimensions these activities include. Fourth, we offer an alternative, complementary look at our data in the form of aggregated quantitative indicators. Finally, our conclusions are presented based on the discussion of the results

Erratum

Communication interculturelle et mode de résolution de confliten entreprise. Le cas de l’arbre à palabres comme mode de résolutionde conflit dans les entreprises ivoiriennes.Jules Evariste Agnini Toa et Carine LassaradeCet article, publié dans les varias du numéro 29 aux pages 197-208, doit être cosigné par Carine Lassarade.Communication interculturelle et mode de résolution de confliten entreprise. Le cas de l’arbre à palabres comme mode de résolutionde conflit dans les entreprises ivoiriennes.Jules Evariste Agnini Toa et Carine LassaradeCet article, publié dans les varias du numéro 29 aux pages 197-208, doit être cosigné par Carine Lassarade