Incentivizing the Use of Quantified Self Devices: The Cases of Digital Occupational Health Programs and Data-Driven Health Insurance Plans

Initially designed for a use in private settings, smartwatches, activity trackers and other quantified self devices are receiving a growing attention from the organizational environment. Firms and health insurance companies, in particular, are developing digital occupational health programs and data-driven health insurance plans centered around these systems, in the hope of exploiting their potential to improve individual health management, but also to gather large quantities of data. As individual participation in such organizational programs is voluntary, organizations often rely on motivational incentives to prompt engagement. Yet, little is known about the mechanisms employed in organizational settings to incentivize the use of quantified self devices. We therefore seek, in this exploratory paper, to offer a first structured overview of this topic and identify the main motivational incentives in two emblematical cases: digital occupational health programs and data-driven health insurance plans. By doing so, we aim to specify the nature of this new dynamic around the use of quantified self devices and define some of the key lines for further investigation

Touch and contact during COVID-19:Insights from queer digital spaces

The aim of this conceptual paper is to discuss the transformation of socialisation processes due to the digitalisation of entertainment and community formation during COVID-19. More specifically, we focus on alternative modes of touch and contact within the context of queer digital entertainment spaces and question how the world is shaped and sensed in a (post-) COVID-19 era. Inspired by the work of Karen Barad on a quantum theory of queer intimacies, we highlight that the rise of hybridised experiences in-between physical and digital spaces captures a series of spatio-temporal, material and symbolic dimensions of touch and contact. We conclude by drawing implications for the future of organisations and work

A tenuous link: psychological contracts and perspective-taking between a promotion agency and its workers

This paper explores the relationships between employees‟ psychological contract perceptions, perspective-taking between employees and employers, and employees‟ responses to declining job satisfaction (e.g., absenteeism). Fifteen employees of a promotion agency participated in semi-structured telephone interviews, and their comments were explored qualitatively using template analysis. Employees‟ work behaviour was related to their perceptions of employers‟ psychological contract violation and the perspective-taking attempted by both parties. Implications for employment relationships and contingent workers are discussed

Keeping Movement in Mind: Workplace Identification and Mobilities Theorizing

Our core argument in the current dialogue is that theoretical framings of workplaces and identification processes can be further improved through a fuller theoretical accounting of spatial-temporal movements or mobilities in contemporary working lives

Building Perspective‐Taking as an Organizational Capability: An Exploratory Study

RESEARCH OBJECTIVE: Perspective‐taking, or understanding the viewpoints of others, is associated with greater trust, cooperation, and creative problem‐solving within high‐functioning teams. High‐functioning teams have been associated with a range of positive quality, safety, and clinical outcomes. Perspective‐taking has largely been understood as an individual and interpersonal phenomenon, primarily based on laboratory studies outside of health care. Despite its potential for improving outcomes in health care, little is known about whether and how perspective‐taking might build from the interpersonal to a wider, shared capability within and across organizations. We present novel empirical data to describe perspective‐taking across teams and organizations and suggest hypothesis for future exploration. STUDY DESIGN: Leadership Saves Lives was a 2‐year, mixed‐methods intervention study in 10 U.S. hospitals to achieve reductions in AMI mortality by supporting the implementation of evidence‐based strategies and fostering improvements in domains of organizational culture related to hospital performance. The qualitative component included in‐depth interviews at baseline, 6, and 18 months (n = 393 interviews with 197 staff) and observations (56 hours). We performed a secondary exploratory analysis of the longitudinal qualitative data using the constant comparative method, focusing on selected codes most potentially relevant to perspective‐taking. POPULATION STUDIED: Participants included members of the guiding coalitions in 10 hospitals in the Mayo Clinic Care Network. Coalitions included approximately 15 key staff involved in care of patients with AMI, from multiple departments (ie, cardiology, emergency medicine, pharmacy, quality improvement, cardiac rehabilitation), professions (ie, physicians, nurses, technologists, administrators), and levels of the organization (ie, senior executives to front‐line staff). PRINCIPAL FINDINGS: Staff described improved collective perspective‐taking at both the group and system levels over the intervention period. Perspective‐taking behaviors were reported by members from diverse departments, professions, and levels of the organization. Behaviors were apparent in each of the core dimensions of perspective‐taking: 1) affective empathic concern (eg, bonding over a common purpose, solidarity, 2) cognitive attributional understanding (eg, concrete, specific insights and knowledge about facts, roles, processes, and 3) motivational efforts to improve understanding (eg, structural conditions, psychological safety of the perspectives inherent to other organizational targets). Participants described these behaviors as new and attributed them to structural and cultural changes developed through the intervention. CONCLUSIONS: The LSL intervention included training for intentionally diverse teams in engaging conflict productively, using levels of analysis to diagnose organizational challenges, fostering psychological safety, ensuring role clarity, and working with power and hierarchy. Organizations may foster perspective‐taking by building ecological structures and processes that build team capacity in these areas. IMPLICATIONS FOR POLICY OR PRACTICE: Perspective‐taking has implications for productively spanning boundaries and distances across teams and organizations. Such boundary spanning is becoming increasingly important given contemporary efforts to integrate health and social care. PRIMARY FUNDING SOURCE: The medicines company