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Sedentary behavior is linked to health risks, and prolonged sitting is prevalent among office workers. Adjustable workstations (AWS) promote health by allowing transitions…
Sedentary behavior is linked to health risks, and prolonged sitting is prevalent among office workers. Adjustable workstations (AWS) promote health by allowing transitions between sitting and standing. Stand Up to Work compares workers with AWS to traditional desks (TD). The paper aims to discuss these issues.
Employees were randomly selected from one office floor to receive AWS, two identical floors maintained TD. Participants received workplace wellness and ergonomic training, completed self-administered questionnaires, and responded to repeated micropolling at baseline (T0), 3 (T1), 6 (T2), and 12 (T3) months in Atlanta, 2015-2016. Groups were compared using two-sample t-tests and nonparametric Wilcoxon tests.
Compared to TD (n = 24), participants with AWS (n = 24) reported significantly less sedentary behavior at T1 and T2 after AWS installation (p<0.05), with a retention rate at T2 of 80 and 65 percent for the AWS and TD group, respectively. In all, 47 percent of participants with AWS reported decline in upper back, shoulder, and neck discomfort (p=0.04); 88 percent of AWS participants reported convenience to use, 65 percent reported increased productivity, and 65 percent reported positive impact outside the workplace. Individuals with normal or underweight body mass index (BMI) reported a significantly greater decline in percent of time sitting compared to participants with overweight or obese BMI at all three time points.
AWS are beneficial in reducing sedentary behavior in and outside the workplace. Behavioral changes were sustained over time and associated with less self-reported muscle pain, more self-reported energy, and awareness of standing. When considering total worker health, employers should include options for AWS to promote reducing sedentary behavior.
Online offerings for transformative services create value for consumers, although little research examines the process through which these services deliver this value. The…
Online offerings for transformative services create value for consumers, although little research examines the process through which these services deliver this value. The purpose of this paper is to develop a comprehensive framework to capture the complexity of the co-creation of transformative value experienced by the consumers of online transformative services.
This paper uses a netnography approach to examine longitudinal data from an online weight management program. In total, this research examines 15,304 posts from 3,149 users, including eight staff users.
Consumers integrate a range of social support resources, from informational support to esteem support, which provide a range of benefits such as new ideas and self-efficacy that underpin the different types of value such as epistemic and personal value. The degree of co-created value differs across the consumption experience but culminates over time into transformative value.
The proposed framework may be useful beyond the weight management and online contexts; however, further work is required in a range of behavioral contexts and other modes of service delivery.
By understanding the resources consumers integrate and value, co-created services can develop appropriate value propositions to assist in improving consumers’ well-being.
This research provides a comprehensive framework of the transformative value co-creation process, extending on existing frameworks which examine either the process, value co-creation or the types of value co-created.
Recently, focus in strategic sourcing (SS) has shifted from the exchange of tangible goods toward the exchange of intangibles, such as specialized skills, knowledge, and…
Recently, focus in strategic sourcing (SS) has shifted from the exchange of tangible goods toward the exchange of intangibles, such as specialized skills, knowledge, and processes. The purpose of this paper is to aim to delineate the domain of, and operationally test, strategic sourcing orientation (SSO); a management philosophy directed at identifying and meeting the needs and goals of SS.
Using a mixed-methods research design and underpinned by a service dominant logic (SDL) inspired resource-based view (RBV), the authors first use the qualitative input of 41 top sourcing executives in four focus groups to derive four first-order “orientations” (learning, performance, planning, and relational-process) that were found to reflect SSO. Second, the authors propose a theoretically grounded operationalization of SSO derived from the qualitative data and extant literature. A sample of 174 top sourcing executives was used to test the proposed SSO and its impact on SS reputation, supplier management, and performance outcomes.
The results indicate strong support for the theorized SSO and its impact on SS reputation and supplier management, and, consequently, on performance outcomes.
While many firms encourage a culture to enable SS to realize enhanced performance, research has failed to provide a holistic account of this orientation. This study employs a mixed-methods research design to conceptualize and operationalize such orientation.