Memory forms the input for future behavior. Therefore, how individuals remember a certain experience may be just as important as the experience itself. The peak-and-end-rule (PE-rule) postulates that remembered experiences are best predicted by the peak emotional valence and the emotional valence at the end of an experience in the here and now. The PE-rule, however, has mostly been assessed in experimental paradigms that induce relatively simple, one-dimensional experiences (e.g. experienced pain in a clinical setting). This hampers generalizations of the PE-rule to the experiences in everyday life. This paper evaluates the generalizability of the PE-rule to more complex and heterogeneous experiences by examining the PE-rule in a virtual reality (VR) experience, as VR combines improved ecological validity with rigorous experimental control. Findings indicate that for more complex and heterogeneous experiences, peak and end emotional valence are inferior to other measures (such as averaged valence and arousal ratings over the entire experiential episode) in predicting remembered experience. These findings suggest that the PE-rule cannot be generalized to ecologically more valid experiential episodes.
Emotions embody the value in tourism experiences and drive essential outcomes such as intent to recommend. Current models do not explain how the ebb and flow of emotional arousal during an experience relate to outcomes, however. We analyzed 15 participants’ experiences at the Vincentre museum and guided village tour in Nuenen, the Netherlands. This Vincent van Gogh-themed experience led to a wide range of intent to recommend and emotional arousal, measured as continuous phasic skin conductance, across participants and exhibits. Mixed-effects analyses modeled emotional arousal as a function of proximity to exhibits and intent to recommend. Experiences with the best outcomes featured moments of both high and low emotional arousal, not one continuous “high,” with more emotion during the middle of the experience. Tourist experience models should account for a complex relationship between emotions experienced and outcomes such as intent to recommend. Simply put, more emotion is not always better.
Many organizations have undergone substantial reorganization in the last decade. They re-engineered their business processes and exchanged proprietary, not integrated applications for more standard solutions. Integration of structured data in relational databases has improved documentation of business transactions and increased data quality. But almost 90% of the information that organizations manage is unstructured, cannot easily be integrated into a traditional database. When used for organizational actions and transactions, structured and unstructured information are records. They are meant and used as evidence. Governments, courts and other stakeholders are making increasing demands for the trustworthiness of records. An analysis of literature of the information, organization and archival sciences illustrates that accountability needs the reconstruction of the past. Hypothesis of this paper is that for the reconstruction of the past each organization needs a combination of threemechanisms: enterprise records management, organizational memory and records auditing. Enterprise records management ensures that records meet the quality requirements needed for accountability: integrity, authenticity, controllability and historicity. They ensure records that can be trusted and enhance the possibilities for the reconstruction of the past. The organizational memory ensures that trusted records are preserved for as long as is necessary to comply with accountability regulations. It provides an ICT infrastructure to (indefinitely) store those records and to keep them accessible. Records auditing researches the first two mentioned mechanisms to assess the possibility to reconstruct past organizational actions and transactions. These mechanisms ensure that organizations have a documented understanding of [1] the processing of actions and transactions within business processes; [2] the dissemination of trusted records; [3] the way the organization accounts for the actions and transactions within its business processes; and [4] the reconstruction of actions and transactions from business processes over time. This understanding is crucial for the reconstruction of the past and for organizational accountability.
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