Despite the prevalence of autism spectrum disorder (ASD) and other developmental disabilities (DD) worldwide, children with ASD and DD face tremendous difficulties receiving support due to physical, financial, and psychological barriers to onsite health and education clinics. As a result, researchers and practitioners have designed software solutions aimed at providing accessible support to meet users’ needs. However, we have limited knowledge of whether these solutions indeed work in real-world settings. To address this gap, we conducted a case study on a cognitive training program called Dubupang, designed by Dubu Inc. From in-depth interviews with multiple stakeholders and field observations of children with ASD and DD, we identify Dubu Inc.’s internal development processes, the critical design issues that emerged through a series of field trials (e.g., instructional design and feedback), and the key implications (e.g., importance of caregivers’ strategic human interventions) for design that better supports both children with ASD and DD and their caregivers.

This paper bridges the gap in Human-Computer Interaction (HCI) research by comparatively assessing the effects of interpretability and outcome feedback on user trust and collaborative performance with AI. Through novel pre-registered experiments (N=1,511 total participants) using an interactive prediction task, we analyzed how interpretability and outcome feedback influence users’ task performance and trust in AI. The results counter the widespread belief that interpretability drives trust, showing that interpretability led to no robust improvements in trust and that outcome feedback had a significantly greater and more reliable effect. However, both factors had modest effects on participants’ task performance. These findings suggest that (1) interpretability may be less effective at increasing trust than factors like outcome feedback, and (2) augmenting human performance via AI systems may not be a simple matter of increasing trust in AI, as increased trust is not always associated with equally sizable performance improvements. Our exploratory analyses further delve into the mechanisms underlying this trust-performance paradox. These findings present an opportunity for research to focus not only on methods for generating interpretations but also on techniques that ensure interpretations impact trust and performance in practice.

A growing number of students in higher education are using ChatGPT for various educational purposes, ranging from seeking information to writing essays. Although many universities have officially banned the use of ChatGPT because of its potential harm and unintended consequences, it is still important to uncover how students leverage ChatGPT for learning, what challenges emerge, and how we can make better use of ChatGPT in higher education. Thus, we conducted focus group workshops and a series of participatory design sessions with thirty students who have actively interacted with ChatGPT for one semester in university and with other five stakeholders (e.g., professors, AI experts). Based on these, this paper identifies real opportunities and challenges of utilizing and designing ChatGPT for higher education.

Although the metaverse workspace has the potential to solve some of the drawbacks of remote work while maintaining its benefits, there are few real-world cases of adopting the metaverse as a legitimate workspace and fewer subsequent studies on how to design and operate the metaverse workspace. Thus, questions exist about the organizational or sociotechnical challenges that may emerge and how decisions are made when adopting and operating the metaverse workspace in a real-world setting. To answer such questions, we scrutinized the startup company Zigbang, which has completely replaced their physical office with Soma— a metaverse platform they developed where thousands of people work and other cooperative companies have moved in as tenants. By conducting field observations and semi-structured interviews with various workers and Zigbang's stakeholders, we identify essential design challenges and decisions when adopting a metaverse workspace and highlight the key takeaways learned from the company's trials and errors.

Both enterprises and their employees have globally experienced remote work at an unprecedented scale since the outbreak of COVID-19. As the pandemic becomes less of a threat, some companies have called their employees back to a physical office, citing issues related to working remotely, but many employees have refused to return. Thus, working in the metaverse has gained much attention as an alternative that could complement the weaknesses of completely remote work or even offline work. However, we do not know yet what benefits and drawbacks the metaverse has as a legitimate workspace, because there are few real cases of 1) working in the metaverse and 2) working remotely at such an unprecedented scale. Thus, this paper aims to identify real challenges and opportunities the metaverse workspace presents when compared to remote work by conducting semi-structured interviews and participatory workshops with various employees and company stakeholders (e.g., HR managers and CEOs) who have experienced at least two of three work types: working in a physical office, remotely, or in the metaverse. Consequently, we identified 1) advantages and disadvantages of remote work and 2) opportunities and challenges of the metaverse. We further discuss design implications that may overcome the identified challenges of working in the metaverse.

Enterprises have recently adopted AI to human resource management (HRM) to evaluate employees’ work performance evaluation. However, in such an HRM context where multiple stakeholders are complexly intertwined with different incentives, it is problematic to design AI reflecting one stakeholder group's needs (e.g., enterprises, HR managers). Our research aims to investigate what tensions surrounding AI in HRM exist among stakeholders and explore design solutions to balance the tensions. By conducting stakeholder-centered participatory workshops with diverse stakeholders (including employees, employers/HR teams, and AI/business experts), we identified five major tensions: 1) divergent perspectives on fairness, 2) the accuracy of AI, 3) the transparency of the algorithm and its decision process, 4) the interpretability of algorithmic decisions, and 5) the trade-off between productivity and inhumanity. We present stakeholder-centered design ideas for solutions to mitigate these tensions and further discuss how to promote harmony among various stakeholders at the workplace.

Recently, Artificial Intelligence (AI) has been used to enable efficient decision-making in managerial and organizational contexts, ranging from employment to dismissal. However, to avoid employees’ antipathy toward AI, it is important to understand what aspects of AI employees like and/or dislike. In this paper, we aim to identify how employees perceive current human resource (HR) teams and future algorithmic management. Specifically, we explored what factors negatively influence employees’ perceptions of AI making work performance evaluations. Through in-depth interviews with 21 workers, we found that 1) employees feel six types of burdens (i.e., emotional, mental, bias, manipulation, privacy, and social) toward AI's introduction to human resource management (HRM), and that 2) these burdens could be mitigated by incorporating transparency, interpretability, and human intervention to algorithmic decision-making. Based on our findings, we present design efforts to alleviate employees’ burdens. To leverage AI for HRM in fair and trustworthy ways, we call for the HCI community to design human-AI collaboration systems with various HR stakeholders.

The purpose of this paper is to empirically examine that which group the travelers are travelling with can have a significant impact on travelers' satisfaction with the hotel they visited to. The data was crawled and collected on Booking.com which is the most popular and well-known travel website by using our web crawler developed in Python. We analyzed 314 hotels rating data of two to five star hotels located in New York City conducting econometric analysis. Consequently, it is discovered that satisfaction of traveler groups decreases in the order of couple, friends, family, solo, and business. The group of couples expressed the highest satisfaction while the group of business travelers showed the lowest satisfaction. By conducting text analysis with 125,076 reviews, we found that such satisfaction differences can be caused by differences of travelers' experiences depending on groups.

Massively Multiplayer Online Role Playing Game (MMORPG) has become a very popular business area to study as it represents new patterns of collaboration and social interaction in the virtual world. In this study, we empirically raise the issues of identity fraud in MMORPGs. In principle, the online game classification system controls the scope of users' activities with regard to the level of age appropriateness. However, the results from this study cast doubt on the effect of the current classification system in that distinctive behavior differences were not found to exist from one age group to another. Specifically, the econometric and multivariate analyses show that the behaviors of the group whose ages are around 40 is very similar to those of the group whose ages are under 14.