Abstract:Technological advancements have revolutionized the proliferation and availability of information to users, which has created more complex and intensive interactions between users and systems. The learning process of users is essential in the construction of new knowledge when pursuing improvements in user experience. In this paper, the interruption factor is considered in relation to interaction quality due to human-computer interaction (HCI) being seen to affect the learning process. We present the results obtained from 500 users in an interactive museum in Tijuana, Mexico as a case study. We model the HCI of an interactive exhibition using belief-desire-intention (BDI) agents; we adapted the BDI architecture using the Type-2 fuzzy inference system to add perceptual human-like capabilities to agents, in order to describe the interaction and interruption factor on user experience. The resulting model allows us to describe content adaptation through the creation of a personalized interaction environment. We conclude that managing interruptions can enhance the HCI, producing a positive learning process that influences user experience. A better interaction may be achieved if we offer the right kind of content, taking the interruptions experienced into consideration.

PurposeThe authors identify the theoretical constructions measuring the intentions to pursue succession as well as the socioemotional wealth theoretical framework, and the authors propose an objective of testing the relationships existing between them so as their importance giving evidence of their relevance.Design/methodology/approachIt is a research with a positivist philosophical position measuring in a quantitative way with a deductive and structured approach applied to 98 CEO owners of Mexican companies, using nonparametric methodologies the authors simulated subsamples with structural equation modeling in SmartPLS 3.3.2, the metrics on the model are described as a functionalist paradigm.FindingsDirectors' attitudes paired up with the intentions of succession are significantly related to the socioemotional aspect of the family business; although the theory proposes three aspects to measure these intentions, the social norm in this research has not been strong enough to be a predictor as an influence on the company's socioemotional wealth.Originality/valueThe authors found this a valuable paper for the complement of theory focused on purely manifesting aspects in family companies, because they identified theoretical and empirical relationships opening up guidelines for new research in socioemotional aspects in accordance with the entrepreneurs attitudes to achieve succession, the differentiation lies in measuring psychological aspects of the director's behavior toward succession and not to the succession per se as done in most research; also, the methodology of data analysis facilitates the reader to easily recognize the relationships between the proposed theoretical constructions, showing the detailed metrics development by researchers in the family business field.

Purpose: The present study contemplates an investigation to know the relationship that exists between the organizational behavior as the factor of competitiveness in the familiar companies of the service sector in Tijuana, B.C.; the fact that companies have an organizational climate not only benefits the human resource itself but also the company conjointly as it generates profits, while raising the quality of human resources and forging an organization with strengths that position it into the market as a competitive company Methodology: 168 representative surveys were carried out on the employees of the family service sector companies registered in the Mexican Business Information System (SIEM), corresponding to Tijuana in Baja California, Mexico. The survey was conducted in the last eight months of 2016 and the first four months of 2017. The quantitative research is applied through survey applications, by questionnaires to the employees of family companies in the service sector to obtain the results. Main Findings: The factors of autonomy, teamwork, support, communication, pressure, recognition, equity, innovation, perception of the organization, motivation, remuneration, training and development, physical and cultural environment, vision, general satisfaction, promotion and career have a direct impact on organizational behavior, as factors of competitiveness in Tijuana, BC, Mexico Implications/Applications: Organizational behavior is important for family businesses and due to the difficult environment faced by family businesses in order to be competitive in our country and in global markets; a good option for owners is to invest in organizational behavior as a market strategy.

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