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Authors’ response to DL Loe and DK Tiller

First of all, we would like to thank the commentators for their supportive words. We are glad that they found our research method to be novel and appropriate, and our results to be a useful contribution to the literature. David Loe suggests that a better term to describe the domain of our research is ‘lighting appearance’ rather than ‘lighting quality’. The definition of lighting quality adopted by the IESNA includes appearance (aesthetics), but also other aspects such as task visibility, health and safety, social interaction, architectural appropriateness, and economic performance, none of which could reasonably be assessed by looking at a two-dimensional image. Although our study addresses appearance only, we did intend it as a contribution to the broader question of quality, and we think the title serves to place the research in that context. Both commentators ask whether this method could be applied to other views within an office, or in other spaces and applications. We speculate that as long as the projected image presents realistic luminances, and is not excessively scaled down compared to the real space, then the method should work. Nevertheless, we have not tested this ourselves, and have no immediate plans to do so. Therefore, we encourage others to reproduce this method for other lighting applications and to test its validity. To answer Dale Tiller’s question, we doubt our source code would be useful to others beyond the application we explored, however, we would be happy to help other researchers develop their own computer programs to test the method in other scenarios. Finally, David Loe asks for our opinion on the effect of the lit appearance on productivity. In our research work on office environments, we have developed a broad view of what constitutes organizational productivity in the modern office. This definition includes individual task performance, but also includes absenteeism, creativity, organizational commitment, and job satisfaction. Job satisfaction is a strong predictor of whether an employee will voluntarily leave an organization. Replacing such an employee is estimated to cost around twice that employee’s salary. Other studies have found that organizations with more satisfied employees achieve better business outcomes. In recent field study research we found a significant positive correlation between employee job satisfaction and environmental satisfaction . Environmental satisfaction included components of satisfaction with lighting, satisfaction with ventilation, and satisfaction with acoustics and privacy. In this context, the research in this paper is linked, via a logical chain of research, to organizational productivity.