Open Access

In 1930 Keynes famously predicted that 100 years later-i.e. in 2030-the “economic problem” would be solved and we would be living in an “age of leisure and of abundance” working only 3 h a day. In the same text, Keynes stated that there are absolute and relative needs (“in the sense that we feel them only if their satisfaction lifts us above, makes us feel superior to, our fellows”), but he thought that relative needs are of minor importance. Richard Easterlin’s work, on the other hand, suggests that relative needs are pervasive and that wellbeing depends much more on one’s relative income than Keynes once thought. It will be argued in this text that Richard Easterlin’s findings, in spite of proving Keynes off the mark in his understatement of relative needs, strengthens the case for working time reductions: the larger the proportion of goods subject to the relative-income effect, the greater are the benefits of working fewer hours. Perhaps the main explanation for why we are still sticking to the 40-h work-week is that the Easterlin paradox has not been widely understood yet.

Background: IT is getting an increasing importance in hospitals. In this context, major IT decisions are often made by CEOs who are not necessarily IT experts. Objectives: Therefore, this study aimed at a) exploring different types of IT decision makers at CEO level, b) identifying hypotheses if trust exists between these different types of CEOs and their CIOs and c) building hypotheses on potential consequences regarding risk taking and innovation. Methods: To this end, 14 qualitative interviews with German hospital CEOs were conducted to explore the research questions. Results: The study revealed three major types: IT savvy CEOs, IT enthusiastic CEOs and IT indifferent CEOs. Depending on these types, their relationship with the CIO varied in terms of trust and common language. In case of IT indifferent CEOs, a potential vicious circle of lack of IT knowledge, missing trust, low willingness to take risks and low innovation power could be identified. Conclusion: In order to break of this circle, CEOs seem to need more IT knowledge and / or greater trust in their CIO.

This chapter presents the process of establishing a laboratory for mobile eye tracking focussing on real-world, open-space environments within the field of landscape architecture at the Osnabrück University of Applied Sciences (D) as well as the latest results from the feasibility study ‘Point de Vue’, which defines the basis for qualitative interaction analyses in landscape architecture. Eye tracking is a tool that has been used extensively in the domains of psychology, marketing, usability and user experience in remote and mobile applications, but has rarely been used in real-world open spaces because of technical limitations. To check the possibilities of mobile eye tracking as a new application in open spaces, several exploratory tests and a feasibility study with long-term experiments have been carried out in urban settings as well as in world famous parks such as ‘Grosser Garten’ in Hannover (D) and ‘Stourhead’ in Wiltshire (GB). These experiments have shown extraordinary results that enable us to use mobile eye tracking as a new tool in open space research to gain knowledge about how people act, react and interact in open-space environments. Being able to see and understand what catches one’s eye and the response to it will be a guide to better design.