Intervening to change behaviour and save energy in the workplace: A systematic review of available evidence

Staddon, Sam; Cycil, Chandrika; Goulden, Murray; Leygue, Caroline; Spence, Alexa

doi:10.1016/j.erss.2016.03.027

Cited by 153 publications

(156 citation statements)

References 53 publications

Supporting

Mentioning

154

Contrasting

Order By: Relevance

“…[16] Administrators could, for example, give work communities feedback on their performance [29] and reward their success financially [43,47] and publicly. Also, a sense of community motivates people to act pro-environmentally, [48] particularly if it benefits their private life. [49] A strong and visible sustainability culture and environmental collaboration in an organization promote joint responsibility and staff engagement.…”

Section: Scrutiny Of the Resultsmentioning

confidence: 99%

Environmental responsibility in hospital care: Findings from a qualitative study

Kallio

Pietilä

Johnson

et al. 2018

JHA

View full text Add to dashboard Cite

show abstract

Section: Scrutiny Of the Resultsmentioning

confidence: 99%

Environmental responsibility in hospital care: Findings from a qualitative study

Kallio

Pietilä

Johnson

et al. 2018

JHA

View full text Add to dashboard Cite

show abstract

Section: Group Behaviormentioning

confidence: 75%

“…Staddon, et al [47] confirmed that social norms and group dynamics within the workplace are significant variables influencing employees' motivation to interact with the building control systems. Staddon, et al [47] highlighted how information on employees' motivation on saving energy, and the influence of subjective norms, can serve to create intervention programs regarding energy use in the office spaces. According to Ajzen [48], subjective norms are the perceived social pressures from a meaningful reference person or group and/or beliefs about how these "significant others" believe one should act in a given situation [49].…”

Section: Group Behaviormentioning

confidence: 75%

Synthesizing building physics with social psychology: An interdisciplinary framework for context and occupant behavior in office buildings

D’Oca

Chen

Hong

et al. 2017

Energy Research & Social Science

114

View full text Add to dashboard Cite

This study introduces an interdisciplinary framework for investigating building-user interaction in office spaces. The framework is a synthesis of theories from building physics and social psychology including social cognitive theory, the theory of planned behavior, and the driversneeds-actions-systems ontology for energy-related behaviors. The goal of the research framework is to investigate the effects of various behavioral adaptations and building controls (i.e., adjusting thermostats, operating windows, blinds and shades, and switching on/off artificial lights) to determine impacts on occupant comfort and energy-related operational costs in the office environment. This study attempts to expand state-of-the-art understanding of: (1) the environmental, personal, and behavioral drivers motivating occupants to interact with building control systems across four seasons, (2) how occupants' intention to share controls is influenced by social-psychological variables such as attitudes, subjective norms, and perceived behavioral control in group negotiation dynamic, (3) the perceived ease of usage and knowledge of building technologies, and (4) perceived satisfaction and productivity. To ground the validation of the theoretical framework in diverse office settings and contexts at the international scale, an online survey was designed to collect cross-country responses from office occupants among 14 universities and research centers within the United States, Europe, China, and Australia.

show abstract

“…This also parallels the research of Brager, Zhang, and Arens (2015) and Cole et al (2008) for increasing the inclusion of a wider range of individuals involved in buildings, expanding the occupant outwards into a participatory community of individuals who engage not only with energy use but also with others in the same building and organization. In a comprehensive review of over 20 energy and behaviour-change interventions in the workplace, Staddon, Cycil, Goulden, Leygue, and Spence (2016) note that the most successful initiatives had a combination of technological automation and 'enablement' -that is, opportunities for building users to move beyond education and training. The authors observe enablement appears to be linked to a change in the relationships between the relevant actors and a shift in levels of employee control and responsibility.…”

Section: From Feedback To Partnerships: Employee Engagementmentioning

confidence: 99%

Beyond feedback: introducing the ‘engagement gap’ in organizational energy management

Bull

Janda

2017

Building Research & Information

View full text Add to dashboard Cite

This paper discusses socio-technical relationships between people, organizations and energy in workplaces. Inspired by Sherry Arnstein's ladder of citizen participation, it explores widening energy management beyond energy managers to other employees, introducing the idea of an 'engagement gap' to support a move beyond unidirectional forms of engagement (e.g. feedback and nudging) to more socially interactive processes. Results are drawn from two projects researching energy practices in public authorities and retail organizations. The first project, 'GoodDeeds', collaboratively created an information and communication technology tool and explored participatory processes within a municipality. The second project, Working with Infrastructure, Creation of Knowledge, and Energy strategy Development (WICKED), explored energy management in retail companies. The paper uses a '4Cs' framework to articulate the influences of concerns, capacities and technical conditions within organizational communities. The results concur with previous research that energy management sits against a backdrop of competing organizational, institutional and political concerns. New data reveal discrepancies across organizations with regard to energy management capacities and technical metering conditions. The authors suggest employee engagement can be broadened by treating energy as a communal subject for discussion, negotiation and partnership. This objective moves beyond the 'information-deficit' approach intrinsic in the existing focus on analytics, dashboards and feedback.

show abstract

Intervening to change behaviour and save energy in the workplace: A systematic review of available evidence

Cited by 153 publications

References 53 publications

Environmental responsibility in hospital care: Findings from a qualitative study

Environmental responsibility in hospital care: Findings from a qualitative study

Synthesizing building physics with social psychology: An interdisciplinary framework for context and occupant behavior in office buildings

Beyond feedback: introducing the ‘engagement gap’ in organizational energy management

Contact Info

Product

Resources

About