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The aim of this case study is to exemplify the application of a change story to facilitate the user centered introduction of an AI-based assistance system. Thereby, user expectations considered critical for technology acceptance and continuance intention are actively taken into account.

Semi-structured interviews are conducted with future users of the AI-based assistance system. Data are analysed by means of inductive and deductive qualitative content analysis. The resulting categories are considered as communicational core messages and included in the developed change story.

Paradox user expectations were revealed and answered in the change story by informational and motivational means. Thus, accurate expectation management is enabled and, additionally, the users are prepared for the upcoming change process, i.e., the implementation of the AI-based assistance system.

The added value lies in the psychological handling of expectation management in addition to technical aspects, which are usually primarily focused but are not sufficient to guarantee a successfully continued use of human-AI-systems.

The purpose of this paper is to investigate the application of key performance indicators (KPIs) on shop floor level in German small- and medium-sized enterprises (SMEs). The paper focuses on the examination of perception differences between shop floor employees and managers with regard to collection, calculation and consolidation of KPIs as well as visualization and motivational aspects.

To examine the hypothesis on differing perceptions regarding KPIs, 27 qualitative interviews with shop floor employees and production managers within 6 SMEs from the German machinery and equipment industry were conducted on basis of a semi-structured guideline.

The findings show that shop floor employees self-assess a lack of relevant knowledge when it comes to understanding KPIs. Moreover, the results show that shop floor employees perceive the visualization of shop floor KPIs as insufficient and non-motivational. This goes along with the finding that managers are aware of the lacking benefit of KPIs resulting from the rather negative perception of shop floor employees. The interviewed managers recognize a strong potential for improvement of their KPI systems.

The interview results confirm the need to design a performance management system on the shop floor that considers and aligns both management and operations, is directed to the shop floor level, considers explicitly the perspective of employees and integrates motivational elements.

The purpose of this paper is to present research about identifying critical management behaviour regarding quality orientation in organisations.

In order to describe how quality orientation is manifested in management behaviour, the critical incident technique was chosen. First, quality orientation was defined based on an extensive literature review. Then, critical incidents that represent a behavioural manifestation of each dimension were derived through a deductive approach. Lastly, an expert group consisting of scientists and practitioners were asked to categorise the critical incidents and evaluate their practical relevance and completeness.

The results show that the construct quality orientation is related to the five variables internal customer focus, external customer focus, continuous improvement orientation, systems-thinking perspective, and data-driven. For each variable four critical incidents were developed and evaluated by the expert group. Analyses of the data show fair agreement between the raters with an overall agreement index of 0.38.

The results of the present study can be used to support managers in understanding and practising behaviour critical to organisation-wide quality and thereby improving working conditions as well as business results.

Se Heine non giunse fino a Roma, in compenso vi arrivarono altri non meno illustri tedeschi, il cui genio si immortalò nel campo musicale. Per non parlare di Händel, che visitò Roma nel 1707, nè di Gluck, che vi venne nel 1756, ricorderemoper il'700 — Wolfango Amedeo Mozart e — per 1'800 — Riccardo Wagner.

Progress, at least, has been discernible in public library matters since we wrote last in these pages; and although it is too early to expect any results, we can press forward with some assurance. On April 10th the President of the Board of Education received the deputation from London and Extra‐London library authorities which was foreshadowed last month. The speaker was Mr. W. E. Doubleday, of Hampstead, who in his usual cool and incisive way made a clear—if somewhat too localized—case for libraries. The reply of the President was of the traditional variety, non‐committal and pleasant; one of those replies which we believe all ministers are schooled to make before they are allowed to assume office. But of the interest of Mr. Fisher there can be no doubt, and the fact that he has received a deputation with some cordiality is significant.

Looks at the developments in the European Union and their implications for various aspects of business. Examines trends favouring the convergence of European business cultures and contacts them with other changes underpinning cultural diversity. Concludes that the forces leading to uniformity are offset by those extending diversity and that business should continue to respect Europe’s different national and regional cultures.

MID‐OCTOBER sees the activities of the library world in full swing. Meetings, committee discussions, schools at work, students busy with December and May examinations in view, and a host of occupations for the library worker. This year—for in a sense the library year begins in October—will be a busy one. For the Library Association Council there will be the onerous business of preparing a report on State Control; for libraries there will be the effort to retain readers in a land of increasing employment and reduced leisure; and for the students, as we have remarked in earlier issues, preparations for the new syllabus of examinations which becomes operative in 1938. It is a good month, too, to consider some phases of library work with children, “which,” to quote the L.A. Resolutions of 1917, “ought to be the basis of all other library work.”