Knowledge-creating behavior index for improving knowledge workers' productivity

Sato, N.; Tsuji, Satomi; Yano, Kazuo; Otsuka, Rieko; Moriwaki, Norihiko; Ara, Koji; Wakisaka, Yoshihiro; Ohkubo, Nobuyuki; Hayakawa, Masayuki

doi:10.1109/inss.2009.5409923

Cited by 6 publications

(10 citation statements)

References 3 publications

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“…For example, researchers have found that participants' consistency in ambulatory movement correlates with the likelihood of being in a state of flow or engagement ). Hitachi has used such data to offer feedback to employees to help them balance knowledge sharing (i.e., interacting with other employees) and knowledge creation (i.e., time alone concentrating; Sato et al 2009;Tsuji et al 2009). …”

Section: Expanding Outcome Variables: Sociometric and Ambulatory Behamentioning

confidence: 99%

Recalling Positive Events at Work Makes Employees Feel Happier, Move More, but Interact Less: A 6-Week Randomized Controlled Intervention at a Japanese Workplace

2014

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Simple self-administered activities, such as practicing gratitude or kindness, have been shown to increase happiness, yet only self-report measures have been used so far. Our study, conducted with a Japanese workplace sample, incorporated a novel technology to gather precise behavioral data reflecting participant movement and social interactions. Employees were randomly assigned to either recount three positive events at work (a positive activity) or list work tasks they completed (control) weekly for 6 weeks; furthermore, they reported their happiness levels and wore sociometric badges that recorded their behavior. Relative to controls, participants who considered good things at work not only reported relatively greater happiness over time but moved more upon arriving to work, engaged in less social interaction, and left the office earlier. Most of the findings were moderated by participant effort, such that those who put more effort into the positive activity also showed greater changes.

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Section: Expanding Outcome Variables: Sociometric and Ambulatory Behamentioning

confidence: 99%

Recalling Positive Events at Work Makes Employees Feel Happier, Move More, but Interact Less: A 6-Week Randomized Controlled Intervention at a Japanese Workplace

2014

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“…Moreover, we designed a way to measure this behavior continuously for a long time. As examples of analyzing worker's behavior in the workplace, (Moriwaki, 2007 andSato, 2009) developed "Business Microscope". But this device is also special purpose device, there are some tasks toward practical use.…”

Section: Related Workmentioning

confidence: 99%

The Design of Worker's Behavior Analysis Method in Workplace Using Indoor Positioning Technology

Tabata

Konno

Nakajima

2016

ISPRS Ann. Photogramm. Remote Sens. Spatial Inf. Sci.

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ABSTRACT:This study presents a method for analyzing workers' behavior using indoor positioning technology and field test in the workplace. Recently, various indoor positioning methods, such as Wi-Fi, Bluetooth low energy (BLE), visible light communication, Japan's indoor messaging system, ultra-wide band (UWB), and pedestrian dead reckoning (PDR), have been investigated. The development of these technologies allows tracking of movement of both people and/or goods in indoor spaces, people and/or goods behavior analysis is expected as one of the key technologies for operation optimization. However, when we use these technologies for human tracking, there are some problem as follows. 1) Many cases need to use dedicated facilities (e.g. UWB). 2) When we use smartphone as sensing device, battery depletion is one of the big problem (especially using PDR). 3) the accuracy is instability for tracking (e.g. Wi-Fi). Based on these matters, in this study we designed and developed an indoor positioning system using BLE positioning. And, we adopted smartphone for business use as sensing device, developed a smartphone application runs on android OS. Moreover, we conducted the field test of developed system at Itoki Corporation's ITOKI Tokyo Innovation Center, SYNQA, office (Tokyo, Japan). Over 40 workers participated in this field test, and worker tracking log data were collected for 6 weeks. We analyzed the characteristics of the workers' behavior using this log data as a prototyping.

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“…However, user's needs have been brought to a sensing of larger group over a longer period to determine common behavioral patterns across several groups, evaluate organizational management by comparing before and after managerial change, and continuously improve performance. The data have been used for several studies such as analyzing knowledge creation within an organization [14], visualizing relations between communication and solo work [15], and investigating psychological absorption (flow c 2012 Information Processing Society of Japan Table 1 Breakdown of data stored in organizational database. state) [16].…”

Section: Continuous Behavior Monitoring and Feedback Systemmentioning

confidence: 99%

Integrating Wearable Sensor Technology into Project-management Process

Ara

Akitomi

Sato

et al. 2012

Journal of Information Processing

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A sensor-based project management process, which uses continuous sensing data of face-to-face communication, was developed for integration into current project management processes. To establish a practical process, a sensing system was applied in two software-development projects involving 123 and 65 employees, respectively, to analyze the relation between work performance and behavioral patterns and investigate the use of sensor data. It was found that a factor defined as "communication richness," which refers to the amount of communication, correlates with employee performance (job evaluation) and was common in both projects, while other factors, such as "workload," were found in just one of the projects. Developers' quality of development (low bug occurrence) was also investigated in one of the projects and "communication richness" was found as a factor of high development quality. As a result of this analysis, we propose a four-step sensor-based project management process, which consists of analysis, monitoring, inspection, and action, and evaluated its effectiveness. Through monitoring, it was estimated that some "unplanned" events, such as changing specifications and problem solving during a project, could be systematically identified. Cohesion of a network was systematically increased using a recommendation of communication, called WorkX, which involves micro rotating of discussion members based on network topology.

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Knowledge-creating behavior index for improving knowledge workers' productivity

Cited by 6 publications

References 3 publications

Recalling Positive Events at Work Makes Employees Feel Happier, Move More, but Interact Less: A 6-Week Randomized Controlled Intervention at a Japanese Workplace

Recalling Positive Events at Work Makes Employees Feel Happier, Move More, but Interact Less: A 6-Week Randomized Controlled Intervention at a Japanese Workplace

The Design of Worker's Behavior Analysis Method in Workplace Using Indoor Positioning Technology

Integrating Wearable Sensor Technology into Project-management Process

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