Results 231 to 240 of about 4,497 (314)

The A(I) Team: Effects of Human‐Likeness and Conformity to Gender Stereotypes on Initial Trust and Willingness to Work With an AI Teammate

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT As artificial intelligence (AI) technologies progress, AI agents arise as potential teammates in the workplace. This study explores how the visual representation of the AI agent as well as its conformity to traditional gender stereotypes affects the manifestation of uncanny valley effects in a workplace team context.
Agata Mirowska, Jbid Arsenyan
wiley   +1 more source

When Does Top Management Team Diversity Matter in Large Organizations?

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT Top management teams (TMTs) drive strategic leadership, but there is little clarity on when the composition of these upper echelons most impacts organization performance. Drawing from the categorization‐elaboration model, we study an 18‐year sample of approximately 4500 organizations and over 32 000 executives and find a positive relationship ...
Frances Fabian   +2 more
wiley   +1 more source

FinTech and financial instability. Is this time different? [PDF]

open access: yesJ Post Keynes Econ
Ioannou S, Wójcik D, Urban M.
europepmc   +1 more source

Exploring production of social and economic value in social enterprises through a business model framework

open access: yesStrategic Change, EarlyView.
Abstract This study explores how social enterprises create social and economic value through business models that support ex‐offenders. The work was motivated by a request for help from an entrepreneur wishing to establish a business that supports ex‐offender rehabilitation.
Elizabeth Green   +2 more
wiley   +1 more source

Strategies and Process of Trade Secret Misappropriation Mitigation: The Case of UK

open access: yesStrategic Change, EarlyView.
ABSTRACT Trade Secrets (TS) are vital for innovation‐driven companies, and their loss can inflict significant financial and reputational damage, particularly in the absence of established policies to mitigate misappropriation in the UK. The current academic literature lacks detailed strategies for firms to effectively address these threats.
Oleksandra Ozcan, David Pickernell
wiley   +1 more source

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