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![We supplemented the visualization of the flight data from CloudAhoy with information on the safety of the flight on five parameters to create an interactive prototype 4 that survey respondents could use to debrief sample flights [11].](profile/Nicoletta-Fala/publication/333805796/figure/fig1/AS:771799411335168@1561022727373/We-supplemented-the-visualization-of-the-flight-data-from-CloudAhoy-with-information-on.jpg)
We supplemented the visualization of the flight data from CloudAhoy with information on the safety of the flight on five parameters to create an interactive prototype 4 that survey respondents could use to debrief sample flights [11].
Context in source publication
Context 1
... the three flights differ in their takeoff risk: Flight A had the riskiest takeoff out of the three, and Flight B the safest. Every respondent went through a tutorial to become comfortable with using the interactive debrief tool (static example shown in Figure 1), and then debriefed one flight at a time and answered questions. In this paper, we will use the responses to the questions to measure feedback effectiveness in terms of risk perception and motivation to make behavioral changes. ...
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Citations
... The common line from various definitions across multiple fields is that risk perception represents the active appraisal of a hazard and the individual's intended interaction with it (Aven 2016). It moderates safe behaviour and the willingness to tolerate risk (Ji et al. 2011) and is deeply rooted in cognitive research, a fact that also explains its strong ties with heuristics/ biases (Fala and Marais 2019). Also, although there are several approaches to measure aviation risk (Shyur 2008) and risk perception has been quantified under limitations (Sjoberg 2000;Trumbo 2002), the latter does not appear to correlate with the measurable probability of risks as additional factors are playing a role in risk comprehension (Botterill and Mazur 2004). ...
... Risk communication involves the dissemination of identified risks and the decisions or appropriate guidelines to manage these risks (Friedensen 2006) and is affected by the language and tools employed to alert internal and external stakeholders (Kasperson et al. 2000;Fellenor et al. 2018;Fala and Marais 2019). Specifically, through various means (e.g. ...
... Regarding the perspectives of investigators about aviation staff, the results of our study showed that the construct of risk perception is tightly coupled with organisational identity, extends beyond cognitive processes (Fala and Marais 2019) and might be approached both quantitatively (e.g. frequency of risk-based behaviours) and qualitatively (e.g. ...
Although effective risk management is highly dependent on risk perception and communication, limited attention has been given to the influence and consideration of these two constructs and their factors in the aviation industry. This research aimed to map practices and perspectives of safety investigators regarding risk perception and communication in aviation and reveal respective influential parameters. The interviews with ten experienced safety investigators revealed that they consider and search risk perception and communication factors but with a divergent emphasis. Investigators acknowledged the effects of emotional and cognitive biases as well as the role of context when examining risk perception and communication factors and attributed the shaping of the latter to organisational practices, mainly training, supervisory and cultural aspects. Overall, the findings of this study suggest investigation methods could be enriched with a systematic approach to examining the role of risk perception and communication and considering their shaping factors while also providing directions for abating subjectivity when addressing these two constructs. This could be facilitated by developing a common reference framework for risk perception and communication and be accompanied by support from specialists and training in the management of investigators’ heuristics.
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The research primarily seeks to understand how supervisor support can directly and indirectly enhance the service innovative behavior (SIB) of flight attendants via work engagement. Moreover, although there has been some research on the effect of group diversity on organizational performance, the results have not been consistent. Thus, this study addresses this gap by investigating how work group diversity can make variance in the relationship between work engagement and innovative behavior of flight attendants. The sample size of 242 flight attendants working at the central airport in Ho Chi Minh City, Vietnam, has been taken for the study. To test hypotheses, structural equation modeling and bootstrapping were employed. This study provided an evidence for the positive nexus between perceived supervisor support and SIB. Additionally, the results shed light on a mediation mechanism of work engagement for the association between flight attendants’ perception of their supervisor and innovative behavior. Furthermore, tenure diversity and job position diversity in a work group were proved to play a moderating role in the relationship between work engagement and service innovative behavior. Specifically, flight attendants are more willing to exhibit innovative behaviors when working in a homogeneous group in terms of tenure and job position rather than in a heterogeneous group. The empirical results contributed to the diversity management literature and broadened the understanding of how to activate the service innovative behavior of employees. From a managerial perspective, managers should pay attention to the characteristics of employees when organizing teamwork.
AcknowledgmentThe authors are grateful to the anonymous referees of the journal for their extremely useful suggestions for improving the quality of this paper.
