Objective This meta-analysis reviews robot design features of interface, controller, and appearance and statistically summarizes their effect on successful human–robot interaction (HRI) at work (that is, task performance, cooperation, satisfaction, acceptance, trust, mental workload, and situation awareness). Background Robots are becoming an integral part of many workplaces. As interactions with employees increase, ensuring success becomes ever more vital. Even though many studies investigated robot design features, an overview on general and specific effects is missing. Method Systematic selection of literature and structured coding led to 81 included experimental studies containing 380 effect sizes. Mean effects were calculated using a three-level meta-analysis to handle dependencies of multiple effect sizes in one study. Results Sufficient feedback through the interface, clear visibility of affordances, and adaptability and autonomy of the controller significantly affect successful HRI, whereas appearance does not. The features of the interface and controller affect performance and satisfaction but do not affect situation awareness and trust. Specific effects of adaptability on cooperation and acceptance, as well as autonomy on mental workload, could be shown. Conclusion Robot design at work needs to cover multiple features of interface and controller to achieve successful HRI that covers not only performance and satisfaction, but also cooperation, acceptance, and mental workload. More empirical research is needed to investigate mediating mechanisms and underrepresented design features’ effects. Application Robot designers should carefully choose design features to balance specific effects and implementation costs with regard to tasks, work design aims, and employee needs in the specific work context.
This paper in the Journal Gruppe. Interaktion. Organisation. (GIO) addresses changes in leadership through digitalization and their consequences for leaders. For years, digitalization has been heralding changes such as increasing leadership at a distance or use of digital communication media. Small and medium-sized enterprises (SMEs) now face the task of coping with these changes and have to contend with major uncertainties: What are major determining trends for leaders in SMEs? Which changes will shape leadership and how will they change leadership tasks and success-critical behavior? In semi-structured interviews with seven experts from SMEs we have explored these questions. Trends expected by the experts describe changes in the organizational structures and in work within the company. Structurally, companies will become more agile and diverse, hierarchies will play a less strong role and companies will cooperate more closely with each other. Work will become more location-independent, more influenced by Big Data and many tasks will be made easier or taken over by technology. In relation to established models of leadership tasks and behavior, the experts see a clear shift in tasks in favor of managing human resources, including the development of employees through coaching and the transfer of responsibility. In addition to previous tasks, the experts see managing change as a new task area. This area consists of accompanying change, acting flexibly and agilely, communicating openly and transparently and allowing failure. With regard to changes in success-critical behavior, leaders have to show more strategy orientation, communicate clearly and be open to new ideas and further development.
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