Objective: Slow eyelid closure is recognized as an indicator of sleepiness in sleep-deprived individuals, although automated ocular devices are not well validated. This study aimed to determine whether changes in eyelid closure are evident following acute sleep deprivation as assessed by an automated device and how ocular parameters relate to performance after sleep deprivation.
Methods: Twelve healthy professional drivers (45.58 ± 10.93 years) completed 2 randomized sessions: After a normal night of sleep and after 24 h of total sleep deprivation. Slow eye closure (PERCLOS) was measured while drivers performed a simulated driving task.
Results: Following sleep deprivation, drivers displayed significantly more eyelid closure (P < .05), greater variation in lane position (P < .01) and more attentional lapses (P < .05) compared to after normal sleep. PERCLOS was moderately associated with variability in both vigilance performance (r = 0.68, P < .05) and variation in lane position on the driving task (r = 0.61, P < .05).
Conclusions: Automated ocular measurement appears to be an effective means of detecting impairment due to sleep loss in the laboratory. 相似文献
Research has long recognized the potential benefits of vision communicated at all levels of organizations. Despite this recognition, our understanding of the dynamics surrounding suborganizational visions remains limited. In this paper, we aim to explore these dynamics by investigating the role of organizational structure in the use of suborganizational visions. Although research has begun exploring the implications of structure for vision, it has done so on a limited basis in the context of vertical hierarchies. We take a more comprehensive view, exploring the role of both vertical and horizontal dimensions of structure, with specific interest in the relationship between organizational and suborganizational visions. Our findings suggest not only that structural distance moderates the relationship between organizational and suborganizational visions but also that horizontal distance from the organizational core provides the conditions under which suborganizational units communicate distinct visions that are decoupled from the organizational vision. Furthermore, we find a series of coordinating mechanisms that serve to encourage both the vertical nesting and horizontal complementarity of visions, ensuring alignment, even in the presence of decoupling from the organizational vision. Finally, in describing these findings, we elucidate the role of institutions in both providing content for and ensuring the complementarity of suborganizational visions. 相似文献