Suchergebnisse

Different generations of consumer wearable activity trackers are prevalent with the increasing demands in health and physical activity monitor. This pilot study aims to validate one of the consumer wearable activity trackers, the Mi band 2 as a step measurement in free-living conditions.
Thirty-one healthy volunteers, aged 23 to 45 with 16 female (52%), wore both Mi band 2 and ActiGraph GT9X Link on their dominant hand's wrist for seven consecutive days. The validity of the electronic activity devices was assessed objectively by average steps/day using i) Paired sample t-tests; ii) Pearson correlation. In addition, Bland-Altman plots were constructed to visually inspect the data and to assess agreement with the ActiGraph accelerometer.
There was a high correlation in steps/day between the reference device, Actigraph accelerometer and Mi Band 2 (r = 0.97, p < 0.001). No significant mean different in steps/ day and no apparent systematic biases in the Bland-Altman plots between step count measurements obtained using the Mi Band 2. Xiaomi Mi Band 2 provided valid step count measurement in the free-living conditions.

Findings from prior research on the relationship between functional diversity and team innovation have been inconclusive. This study aims to reconcile the mixed findings in the literature by investigating how functional diversity may influence team innovation and when such influence may or may not occur. The view of teams as information processors suggests that functionally diverse teams may capitalize on their knowledge benefits to produce innovations through knowledge sharing. However, knowledge sharing and subsequent team innovation do not necessarily occur in functionally diverse teams. Drawing on the motivated information processing in groups theory, we propose that affect-based trust in a team moderates the effects of functional diversity on team innovation (via knowledge sharing). The results based on a sample of 96 research and development teams indicate that functional diversity had a negative indirect relationship with team innovation via knowledge sharing when affect-based trust in a team was low, and this relationship became less negative as the level of affect-based trust in a team increased. The relationship was not significant when affect-based trust in a team was high.