There has been limited adoption of Immersive Journalism (IJ) by the audience; simultaneously, the audience’s perspective is rarely considered in the production and research of IJ. At this point, however, it is crucial to incorporate an audience perspective to identify potentially unintended effects of IJ and improve on the innovation of IJ. This study investigates the audience’s experience and evaluation of IJ by qualitatively analyzing their thoughts after viewing two IJ cases. Our results indicate that the audience may pick up on intended effects, such as a sense of presence and an intense emotional experience, but some also express unease towards these effects. Furthermore, the audience struggles to comprehend this study’s two immersive journalistic cases as part of the journalistic genre. These findings provide insight into the gap between the initial hype and the current reality of IJ and provide the basis for propositions for future IJ productions.
MULTIFILE
The capacity to deal with digital transformation is a valuable asset for established organizations, and employees play a crucial role in this process. This study contributes to the understanding of employees’ sensemaking of digital transformation in the tour operating industry. Using prior digital transformation research, construal-level theory (CLT), and dynamic change perspectives, our scholarly work focuses on the complexities of organizational change in a digital transformation context. Although employees generally support digital transformation, our findings show that their perceptions change over time across a range of specific challenges experienced during the employee change journey. Our findings stress the importance of adopting a social exchange lens in digital transformation knowledge as this represents deep structure change that might cause well-designed transformation processes to fail. Implications for hospitality and tourism management are discussed.
MULTIFILE
Creating and testing an innovative HRM VR service: “Experience your first day at work” for AEGON Realizing and testing a Virtual Reality (VR) world based on the Aegon candidate journey, in order to provide candidates with a unique and innovative Aegon experience. In doing so, turn the Aegon application journey into a memorable experience and attract new types of employees. Aegon deals with a sector in which it is difficult to attract new type of young talent employees. Aegon is optimizing the ‘Aegon candidate experience journey’ to get the best candidates and let them feel being part of Aegon as from the start. To do this, it is important that Aegon digitally captures all important experience moments in the journey. The solution was to ‘Experience a day at Aegon in VR’. Creating an enriching Aegon customer experience journey, by means of real-time CG VR and 360o movies, so that candidates feel like having worked at Aegon. A cinematic based building experience is created in which a water based surrounding will slowly become the main hall of the Aegon building (experience the beauty and size of the main hall). In the building the candidate can access different 360O picture and movie experiences of important candidate touchpoints and feel present among Aegon staff. Research showed the added value of a VR experience compared to traditional media experiences.
