Surviving A Day Without Smartphones
MIT Sloan Management Review|Winter 2018

For young adults accustomed to continually checking their cellphones, even a single day without access to them can be anxiety-producing. What are the implications for executives about managing this constantly connected generation?

Marcello Russo, Massimo Bergami, & Gabriele Morandin
Surviving A Day Without Smartphones

In contemporary society, many people, particularly those under the age of 30, rely on their smartphones for a variety of important activities, including waking up in the morning, listening to music, following the news, finding bus schedules, and communicating with friends and family. A 2015 survey by the Pew Research Center found that 15% of Americans between ages 18 and 29 were “heavily dependent” on their smartphones for online access. There is no question that smartphones make our lives easier and more connected. But at what cost? Several studies have warned that excessive phone use can affect cognitive abilities, sleep, the quality of social interactions, and the ability to engage at work.

Based on the behavior we observed in our classrooms and the extent to which technology is infiltrating young people’s lives, we discussed what we could do to make our students more conscious of the costs associated with unrestrained use of mobile phones and other internet-connected devices. After reading about various ideas for curbing dependency on phones and devices, we decided to initiate a one-day project in which graduate students in our organizational behavior and leadership courses at the University of Bologna in Italy and the Bordeaux, France, campus of Kedge Business School would be asked to suspend all connectivity and keep a journal about their experience. This article is based on the experiences of 153 graduate students who participated in this project between 2015 and 2017.

Diese Geschichte stammt aus der Winter 2018-Ausgabe von MIT Sloan Management Review.

Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.

Diese Geschichte stammt aus der Winter 2018-Ausgabe von MIT Sloan Management Review.

Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.

WEITERE ARTIKEL AUS MIT SLOAN MANAGEMENT REVIEWAlle anzeigen
Avoiding Harm in Technology Innovation
MIT Sloan Management Review

Avoiding Harm in Technology Innovation

To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.

time-read
10+ Minuten  |
Fall 2024
Make a Stronger Business Case for Sustainability
MIT Sloan Management Review

Make a Stronger Business Case for Sustainability

When greener products and processes add costs, managers can shift other levers to maintain profitability.

time-read
9 Minuten  |
Fall 2024
How to Turn Professional Services Into Products
MIT Sloan Management Review

How to Turn Professional Services Into Products

Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.

time-read
10 Minuten  |
Fall 2024
Do You Really Need a Chief AI Officer?
MIT Sloan Management Review

Do You Really Need a Chief AI Officer?

The right answer depends on the strategic importance and maturity of AI in your company.

time-read
10+ Minuten  |
Fall 2024
Where To Next? Opportunity on the Edge
MIT Sloan Management Review

Where To Next? Opportunity on the Edge

Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.

time-read
10 Minuten  |
Fall 2024
Make Smarter Investments in Resilient Supply Chains
MIT Sloan Management Review

Make Smarter Investments in Resilient Supply Chains

Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.

time-read
10+ Minuten  |
Fall 2024
The Three Traps That Stymie Reinvention
MIT Sloan Management Review

The Three Traps That Stymie Reinvention

Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.

time-read
10+ Minuten  |
Fall 2024
What Makes Companies Do the Right Thing?
MIT Sloan Management Review

What Makes Companies Do the Right Thing?

Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.

time-read
10+ Minuten  |
Fall 2024
Build the Right C-Suite Team for Your Strategy
MIT Sloan Management Review

Build the Right C-Suite Team for Your Strategy

CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.

time-read
10+ Minuten  |
Fall 2024
A Better Way to Unlock Innovation and Drive Change
MIT Sloan Management Review

A Better Way to Unlock Innovation and Drive Change

A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.

time-read
10+ Minuten  |
Fall 2024