Subjects: Psychology >> Management Psychology submitted time 2024-05-22
Abstract： As data science and artificial intelligence (AI) technologies gain increasing attention in the field of human decision making, human-AI collaborative decision making has gradually become the mainstream approach to organizational decision making. This approach effectively integrates experience-centered supportive decision making with data-centered automated decision making. Existing research has mainly focused on the effects of AI in individual decision making and related influencing factors, largely neglecting the discussion of AI assistance in group decision making. Therefore, this paper aims to explore the effectiveness of AI assistance in group decision making. Based on a review of existing research related to AI-assisted decision making and group decision making, this paper describes how AI engagement affects the consensus level, confidence level, and accuracy of group decision making. In this paper, we explored the effect of AI assistance in group decision making mainly through mathematical modeling, numerical simulation, and a behavioral experiment. First, we used mathematical modeling to portray the mathematical forms of individual cognition, AI cognition, social influence, and AI influence in group decision making. We proposed three measurement expressions for group decision making performance. Then, through comparison and simulation analysis, we observed the changes in group decision making performance under AI assistance. Finally, we designed a behavioral experiment to collect responses from 120 participants (divided into 10 groups) responding to six questions. We completed four rounds of responses for each question by feeding group information and AI predictions. By analyzing the answers of these groups, we tested our research conjecture. The main results of this paper are as follows. First, compared with no AI assistance, group decision making with AI assistance significantly enhances the consensus level, confidence level and accuracy of group decision. Second, the enhancement effect of AI assistance on consensus level is time-sensitive, while the enhancement on confidence level has a delayed effect. Third, the earlier appearance of AI assistance has a more significant effect on enhancing group confidence. The main theoretical contributions of this paper are as follows. First, this paper extends the research field of AI-assisted decision making. Specifically, we focus on the effect of AI intervention in group decision making. Second, this paper enriches the understanding of information diversity in group decision making, and makes the first attempt to integrate the collision of human and machine intelligence. Finally, this paper synthesizes the dimensions of group decision making performance, and comprehensively examines the effects of AI-assisted group decision making from the perspectives of consensus, information, and accuracy. Our findings provide new insights for the frameworks of organizational group decision making, which have practical implications for building AI-enhanced group decision making processes.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Gratitude, as a traditional virtue of Chinese nation, has been widely focused by scholars in recent years. Scholars have begun to shift from a focus on trait gratitude and state gratitude to a focus on the interpersonal interaction outcomes of gratitude expression. A limited number of studies have explored leader gratitude expression on employees’ outcomes toward the organization (including job satisfaction, OCB toward the organization, and turnover intentions), however, there is a lack of research examining leader gratitude expression on employees’ outcomes toward the leader (e.g., followership behavior). To address this theoretical gap, we drew on the dual strategy theory of social rank and the perspective of emotional expression authenticity, and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and has a negative impact on negative followership behavior via perceived leader dominance. Also, we further expected that the above relationship is stronger when employees perceived their leaders’ emotional expression authenticity is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader?employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable leader gratitude expression with the scenario material developed by Ritzenh?fer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When administering the test, participants will be randomly assigned to a scenario in order to eliminate the effect of their own differences on the experimental results. 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader?employee dyadic data at two time points. At Time 1, employees need to report leader gratitude expression and perceived authenticity, as well as provided their demographic information. At Time 2, employees need to report perceived leader prestige and dominance, and leader need to report employees’ followership behavior. We applied analysis of variance, confirmatory factor analysis, path analysis, and bootstrap methods via SPSS 24.0 and Mplus8.4 software to analyze the data. The results were as follows: leader gratitude expression positively impacted employees’ positive followership behavior via perceived leader prestige and negatively impacted employees’ negative followership behavior via perceived leader dominance. In addition, perceived authenticity moderates the direct effect between leader gratitude expression and perceived leader prestige and dominance, and moderates the indirect effects between leader gratitude expression on employees’ positive and negative followership behaviors through perceived leader prestige and dominance. That is, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior via employees’ perceived leader prestige is stronger, and the negative effect of leader gratitude expression on negative followership behavior via employees’ perceived leader dominance is weaker. This study has the following theoretical contributions: First, this study examines the effectiveness of leader gratitude expression, and expands the research on the outcomes of leader gratitude expression. Second, based on the dual strategy theory of social rank, we reveal the mediating mechanism of leader gratitude expression on employees’ followership behavior, responding to Yoshimura and Berzins (2017)’s call to examine the influence of leader gratitude expression in the process of interpersonal interactions based on a power and status perspective. Third, this study examined the boundaries of leader gratitude expression based on the perspective of emotional expression authenticity. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion, but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research of emotional expression authenticity.
submitted time 2023-03-16 Cooperative journals: 《心理学报》
Abstract： Gratitude, as a traditional virtue of Chinese nation, has been widely focused by scholars in recent years. Scholars have begun to shift from a focus on trait gratitude and state gratitude to a focus on the interpersonal interaction outcomes of gratitude expression. A limited number of studies have explored leader gratitude expression on employees’ outcomes toward the organization (including job satisfaction, OCB toward the organization, and turnover intentions), however, there is a lack of research examining leader gratitude expression on employees’ outcomes toward the leader (e.g., followership behavior). To address this theoretical gap, we drew on the dual strategy theory of social rank and the perspective of emotional expression authenticity, and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and has a negative impact on negative followership behavior via perceived leader dominance. Also, we further expected that the above relationship is stronger when employees perceived their leaders’ emotional expression authenticity is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader?employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable leader gratitude expression with the scenario material developed by Ritzenh?fer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When administering the test, participants will be randomly assigned to a scenario in order to eliminate the effect of their own differences on the experimental results. 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader?employee dyadic data at two time points. At Time 1, employees need to report leader gratitude expression and perceived authenticity, as well as provided their demographic information. At Time 2, employees need to report perceived leader prestige and dominance, and leader need to report employees’ followership behavior. We applied analysis of variance, confirmatory factor analysis, path analysis, and bootstrap methods via SPSS 24.0 and Mplus8.4 software to analyze the data. The results were as follows: leader gratitude expression positively impacted employees’ positive followership behavior via perceived leader prestige and negatively impacted employees’ negative followership behavior via perceived leader dominance. In addition, perceived authenticity moderates the direct effect between leader gratitude expression and perceived leader prestige and dominance, and moderates the indirect effects between leader gratitude expression on employees’ positive and negative followership behaviors through perceived leader prestige and dominance. That is, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior via employees’ perceived leader prestige is stronger, and the negative effect of leader gratitude expression on negative followership behavior via employees’ perceived leader dominance is weaker. This study has the following theoretical contributions: First, this study examines the effectiveness of leader gratitude expression, and expands the research on the outcomes of leader gratitude expression. Second, based on the dual strategy theory of social rank, we reveal the mediating mechanism of leader gratitude expression on employees’ followership behavior, responding to Yoshimura and Berzins (2017)’s call to examine the influence of leader gratitude expression in the process of interpersonal interactions based on a power and status perspective. Third, this study examined the boundaries of leader gratitude expression based on the perspective of emotional expression authenticity. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion, but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research of emotional expression authenticity.
Subjects: Psychology >> Management Psychology submitted time 2023-03-03
Abstract： Gratitude, as a traditional virtue of the Chinese nation, has been widely focused on by scholars, who in recent years have begun to shift their focus from trait gratitude and state gratitude to the interpersonal interaction outcomes of gratitude expression. We drew on the dual-strategy theory of social rank and the social functions of emotion and hypothesized that leader gratitude expression has a positive impact on positive followership behavior via perceived leader prestige and a negative impact on negative followership behavior via perceived leader dominance. Furthermore, we expected that the above relationship is stronger when employees perceive that the emotional expression authenticity of their leaders is high. We tested these hypotheses in an experimental study (N = 184) and a field sample of leader−employee dyads (N = 192). In Study 1, a between-participant scenario experimental design was used to manipulate the independent variable, namely, leader gratitude expression, with the scenario material developed by Ritzenhöfer et al. (2017) (leader gratitude expression condition vs. neutral condition), and 200 participants were invited to participate in the experimental study. When the test was administered, the participants were randomly assigned to a scenario to eliminate the effect of their own differences on the experimental results. A total of 184 participants who passed the attention test were retained. In Study 2, we collected 192 leader−employee dyadic data at two time points. At Time 1, employees needed to report leader gratitude expression and perceived authenticity as well as provide their demographic information. At Time 2, employees needed to report perceived leader prestige and dominance, while the leader needed to report the followership behavior of employees. We applied analysis of variance, confirmatory factor analysis, path analysis, and Monte Carlo method to analyze the data. The results were as follows: leader gratitude expression positively impacted the positive followership behavior of employees through perceived leader prestige and negatively impacted the negative followership behavior of employees through perceived leader dominance. Perceived authenticity also moderated the direct effects between leader gratitude expression and perceived leader prestige and dominance as well the indirect effects between leader gratitude expression on the positive and negative followership behaviors of employees through perceived leader prestige and dominance. Specifically, when perceived authenticity is high, the positive effect of leader gratitude expression on positive followership behavior is stronger via the perceived leader prestige of employees, while the negative effect of leader gratitude expression on negative followership behavior via the perceived leader dominance of employees is weaker. This study has the following theoretical contributions. First, this study examined the effectiveness of leader gratitude expression and expanded the research on the outcomes of such expression. Second, based on the dual-strategy theory of social rank, we revealed the mediating mechanism of leader gratitude expression on the followership behavior of employees, thus responding to Locklear et al.’s (2022) call that “further research is needed to understand fully the mechanisms underlying the effects of gratitude.” Third, this study examined the boundaries of leader gratitude expression based on the social functions of emotion and found that the perceived emotional expression authenticity of leaders plays a moderating role. In the process of emotional expression, many scholars focus on the potency (positive or negative) and intensity (strong or weak) of emotion but ignore the role of emotional expression authenticity. This study answers the call of Locklear et al. (2022) and enriches the empirical research on emotional expression authenticity.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2023-02-18
Abstract：
During the digital transformation of Chinese enterprises, effectively alleviating and coping with employee job insecurity is crucial for building harmonious and stable labor relations. Although traditional job insecurity research has extensively examined the sources and consequences of job insecurity, it has paid little attention to the rapid development and application of artificial intelligence technology, which is an essential context for the current organizational management practice and research. This study innovatively puts forward a new concept of technology-driven job insecurity in the context of artificial intelligence, reflecting individual perceived job insecurity due to the development and application of artificial intelligence technology. Our study has three objectives. First, we theorize the definition and dimensionality of technology-driven job insecurity and propose job replacement insecurity and job transformation insecurity as the two core dimensions of technology-driven job insecurity. Second, we examine the effects of technology-driven job insecurity on employee work and career outcomes. Third, we explore the sources of technologydriven job insecurity. This study not only enriches the research on job insecurity in the context of artificial intelligence but also has implications for building harmonious and stable labor relations and improving employee well-being at work during the digital transformation of Chinese enterprises.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2022-09-01
Abstract： In today’s competitive marketplace, organizations considerably rely on radical innovation in a team to gain and maintain competitive advantages. Although scholars have studied the mechanism by which such innovation forms from different perspectives, few studies have focused on the potential impact of innovation expectation discrepancy and the self-regulation processes of team leaders. Drawing on self-regulation theory, the current research investigated creative process engagement among leaders as a vital mechanism through which innovation expectation discrepancy affects team radical innovation. We also examined the co-moderating effect of the perceived overqualification of leaders and criteria for organizational promotion on the relationship between innovation expectation discrepancy and team radical innovation. This examination was intended to ascertain at which point such discrepancy drives the strongest radical innovation in a team. To test our hypothesized model, we carried out an experiment (study 1) and a field survey (study 2). In study 1, participants were randomly allocated to one of 68 teams, which were randomly assigned to one of three conditions (performance above expectations, below expectations, no discrepancy). Innovation expectation discrepancy was manipulated via expert evaluations of the outcomes of a creative task executed by different teams. In study 2, our sample comprised 76 R&D teams from various organizations. At point 1, team leaders filled out scales about innovation expectation discrepancy, creative process engagement, perceived overqualification, and other control variables. One month later, at point 2, team superior leaders rated the radical innovation of these teams. At the same time, team leaders and team members assessed organizational promotion criteria. The results indicated that innovation expectation discrepancy has a U-shaped impact on a team leader’s creative process engagement. Such engagement mediates the U-shaped relationship between innovation expectation discrepancy and team radical innovation. Perceived overqualification and organizational promotion criteria jointly moderate the U-shaped effect of innovation expectation discrepancy on team radical innovation via creative process engagement. Compared with the situation of high perceived overqualification and absolute promotion criteria and the situation of low perceived overqualification and relative promotion criteria, the indirect effect of innovation expectation discrepancy on team radical innovation through creative process engagement is stronger when perceived overqualification is high and the organization implements relative promotion criteria. Beyond our expectations, there is no significant difference in the impact of innovation expectation discrepancy on team radical innovation in the case of high perceived overqualification and relative promotion criteria and in the case of low perceived overqualification and absolute promotion criteria. Our study contributes to the literature in several distinct ways. First, it derived novel insights into the cultivation of radical innovation in a team by focusing on the effects of innovation expectation discrepancy from the perspective of a team leader. Second, this study enriched extant knowledge about how team leaders promote radical innovation through self-regulation. Specifically, it identified the creative process engagement of a leader as an important mechanism by which innovation expectation discrepancy affects team radical innovation. Third, this research found that when organizations implement relative promotion criteria and a team leader’s perceived overqualification is high, the impact of innovation expectation discrepancy on team radical innovation via creative process engagement can be strengthened, which helps companies determine how to achieve radical innovation in teams.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2022-01-21
Abstract：
There has been an upsurge of both public and academic interest in authenticity at work. The key assumption in the burgeoning literature is that authenticity helps engender trust and decrease suspicion, thus drawing people closer to each other. In this study, however, we argued that employee authenticity can exert both positive and negative influences on coworker relationships. Using interpersonal help and interpersonal exclusion to represent positive and negative coworker interactions, respectively, we postulated that employee authenticity induces both coworkers’ helping and exclusionary behaviors toward the focal employees. Building on social penetration theory and the literature of attributional ambiguity, we proposed suspicion of ulterior motives and knowledge-based trust to be the theoretical mechanisms explaining coworkers’ behavioral responses to employee authenticity. Further, we suggested that coworkers’ behavioral responses to employee authenticity depend largely on the coworker relationship duration. Specifically, when relationships are new, employee authenticity may cause coworkers to mistrust the focal employees and be suspicious of their ulterior motives, thus decreasing coworkers’ helping behavior and increasing exclusionary behavior. Conversely, when coworkers have worked together for a long time, employee authenticity may increase coworkers’ trust in the focal employees and decrease suspicion, thus facilitating helping behavior and reducing exclusionary behavior.
We conducted two independent studies to examine the hypothesized effects. First, a two-wave round-robin survey study was conducted to test the mediating role of suspicion of ulterior motives in the relationship between employee authenticity and coworkers’ behavioral responses. In the round-robin design, the team members rated each of their teammates, thus capturing the dyadic interactions between the focal employees and coworkers. We collected data from 299 members of 63 work teams in a large company. The final sample consisted of 1,027 dyads. To alleviate the effects of common method bias, we used multiple data sources to measure our variables. Employee authenticity and suspicion of ulterior motives were assessed using self-reports at Time 1. Interpersonal helping behavior was measured using other-rating and exclusionary behavior with self-reports at Time 2. Coworker relationship duration was measured at both times. In Study 2, an experimental study was conducted to test the full model. Employee authenticity and the coworker relationship duration were manipulated. Specifically, the critical incident technique was used to identify the focal employees whose authenticity was high or low and whose relationship duration with the participants was long or short. The participants served as coworkers and were asked to answer questions about the focal employees. The measures used were adapted from Study 1.
In support of the theoretical model, the results showed that the coworker relationship duration moderated the effect of employee authenticity on coworkers’ suspicion of ulterior motives and knowledge-based trust. Employee authenticity was related positively to suspicion and negatively to trust when the relationship duration was short, and related negatively to suspicion and positively to trust when the relationship duration was long. Further, suspicion of ulterior motives was related to interpersonal exclusionary behavior, and knowledge-based trust to interpersonal helping behavior. This research advances the existing understanding of authenticity in three aspects. First, research on coworker relationships has focused largely on social exchange and similarity attraction theories and suggested that employee authenticity facilitates positive coworker interactions. Our study departs from the main perspectives and builds on social penetration theory to propose that time is required for authenticity to exert its positive influence on coworker interaction. Second, our study contributes to social penetration theory in general. This theory was proposed and has been used mainly to explicate how self-disclosure in communication advances interpersonal relationships. This research uses the theory to understand whether and how the action of manifesting one’s inner true self (employee authenticity) affects coworker interactions. Third, this study helps reconcile the inconsistent findings regarding how coworkers react to employee authenticity by stressing the moderating role of the coworker relationship duration.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Applied Psychology submitted time 2020-01-29
Abstract： A considerable number of college graduates enter the workforce every year. Given increasingly heightened competition, understanding how to transform college graduates into engaged and productive organizational employees is crucial. Although numerous studies on organizational socialization exist, most are generally focused on organizational control. However, as work roles become increasingly dynamic in the changing environment, successful organizational socialization requires newcomers to develop an innovative role orientation to be able to constantly shape their role in the workplace and better serve organizational goals. Drawing on the self-expression perspective, this study attempted to explore whether newcomer job crafting could facilitate role performance (i.e., task performance and creativity). Moreover, we examined how initial leader-member exchange (LMX) and individual traditionality jointly influence newcomer job crafting. We conducted a four-wave survey among 256 newcomers from a large machinery manufacturer in China. The final matched sample size was 125. Results showed that (a) newcomer job crafting was significantly related to work engagement, which in turn, resulted in high levels of task performance and creativity; (b) LMX positively affected job crafting only in newcomers with high levels of traditionality; and (c) traditionality moderated the positive indirect effect of LMX on task performance and creativity via job crafting and work engagement. That is, positive indirect effects were significant in newcomers with high levels of traditionality. Our study provides several theoretical contributions. First, we examine an employee-centered organizational socialization process from the perspective of self-expression. Second, this research develops a comprehensive newcomer job crafting model including the antecedents and consequences of newcomer job crafting. Third, we add to the employee creativity literature by highlighting how to promote newcomer creativity from the lens of job crafting. Besides its theoretical implications, this study presents practical implications on how to quickly transform new hires into productive and creative employees. Moreover, our study recommends organizations to encourage newcomers to craft their job during organizational entry to engender high levels of task performance and to tap into the creativity of new hires. However, managers should be aware that the quality of LMX is likely to be influential in promoting job crafting among newcomers with high levels of traditionality.
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