RESUMO
In an increasingly technology-textured environment, smart, intelligent and responsive technology has moved onto the body of many individuals. Mobile phones, smart watches, and wearable activity trackers (WATs) are just some of the technologies that are guiding, nudging, monitoring, and reminding individuals in their day-to-day lives. These devices are designed to enhance and support their human users, however, there is a lack of attention to the unintended consequences, the technology non-neutrality and the darker sides of becoming human-tech hybrids. Using the extended mind theory (EMT) and agential intra-action, we aimed at exploring how human-tech hybrids gain collective skills and how these are put to use; how agency is expressed and how this affects the interactions; and what the darker sides are of being a human-tech hybrid. Using a qualitative method, we analyzed the experiences of using a WAT, with a specific focus on how the tracker and the individual solve tasks, share competences, develop new skills, and negotiate for agency and autonomy. We contributed with new insight on human-tech hybridity and presented a concept referred to as the agency pendulum, reflecting the dynamism of agency. Finally, we demonstrated how the EMT and agential intra-action as a combined theoretical lens can be used to explore human-tech hybridity.
RESUMO
Objective: This paper describes a behavior change intervention that encourages active commuting using electrically assisted bikes (e-bikes) for health promotion in the workplace. This paper presents the preliminary findings of the intervention's impact on improving employee well-being and organizational behavior, as an indicator of potential business success. Method: Employees of a UK-based organization participated in a workplace travel behavior change intervention and used e-bikes as an active commuting mode; this was a change to their usual passive commuting behavior. The purpose of the intervention was to develop employee well-being and organizational behavior for improved business success. We explored the personal benefits and organizational co-benefits of active commuting and compared these to a travel-as-usual group of employees who did not change their behavior and continued taking non-active commutes. Results: Employees who changed their behavior to active commuting reported more positive affect, better physical health and more productive organizational behavior outcomes compared with passive commuters. In addition, there was an interactive effect of commuting mode and commuting distance: a more frequent active commute was positively associated with more productive organizational behavior and stronger overall positive employee well-being whereas a longer passive commute was associated with poorer well-being, although there was no impact on organizational behavior. Conclusion: This research provides emerging evidence of the value of an innovative workplace health promotion initiative focused on active commuting in protecting and improving employee well-being and organizational behavior for stronger business performance. It considers the significant opportunities for organizations pursuing improved workforce well-being, both in terms of employee health, and for improved organizational behavior and business success.
