## 2 Literature Review
### Factors That Influence (the Perception of) the Added Value of Occupancy Sensing
#### 2.3.2 Behaviour  
A study by [PERSON] [39] showed that human behaviour is an additional limitation for successful use of occupancy sensing. The results of occupancy sensing can be that some spaces are never or not optimally used. From that moment on, facility managers have to deal with the human factor in building management. An essential aspect of occupancy sensing is the behaviour of the users. Occupancy behaviour refers to all actions of occupants that affect building energy consumption [40]. Activity-based working is  
Figure 2: Data maturity levels [36]. a way of working that a growing number of organisations adopt. In an activity-based working environment, employees do not have their own workstations, but the workstations are open plan areas with open meeting spaces, concentration rooms and meeting rooms [41]. Activity-based working encourages employees to do different work activities like collaboration, concentration and creativity in spaces that are designed to support those activities [42]. A study by [PERSON] [42] on activity-based working and satisfaction showed that the desk rotation rate is not sufficient. They found that 71% of the respondents stay at one desk for the whole day. Another study [43] showed that employees do not like to lose their own workplace and that, for them, it feels like a loss of company culture. Even though a company arranges all facilities for activity-based working well, it often does not work optimally in practice. People like to have firmness and are attached to a personal place and security. They do not want to look for a place every morning, and prefer to have their personal desks with their personal things. This also ensures that in some cases it has no added value at all to measure the use of space, because even though some parts of the building may be used less, the people who are always sitting there will be very dissatisfied if that part is closed off [43]. The above studies show that despite excellent facilities, people do not make optimal use of the new way of working, because they like to stick to their own habits. [PERSON] [44] showed that between 50% and 70% of planned organisational changes do not work, because people do not like change. They are afraid that they lose privileges and opportunities they enjoy, and start resisting. Research shows that leadership is crucial to successful organisational change. The leadership of change is about managing and directing the stages of change as well as the emotionalism connected with those changes. If that is executed well, people are more likely to embrace the change and the new way of working. The importance of change management in combination with the relationship between employee satisfaction and productivity shows why it is essential that the human side be included in the process and contributes to the success of occupancy sensing. Although steering and changing people is often complicated and time-consuming due to their behaviour, it is already happening with things like parking and crowd management. Due to the growing population, towns, streets and schools are becoming overcrowded [45]. Different systems on the market gather data about the number of people in a specific area [46]. This is important to prevent disasters with stampedes and overcrowding. Sensors are used for sensing and measuring the state of a crowd and often include microphones, cameras, smartphones and also social media. Next to the data, there is also a crowd interpretation provided by experts to decide on adequate crowd intervention. In the case of the parking management, occupancy sensing is used to detect empty parking lots. The sensors and the systems behind them take account of weather conditions, changes in light, moving vehicles, persons and other objects. A side effect of measuring with various smart systems is that for many people, it is still an invasion of their privacy. Besides, as mentioned earlier, people's behaviour also ensures that the systems are not always used optimally [47].