Results 171 to 180 of about 6,647 (260)

Mapping human augmentation technologies for societal impact: A multilevel framework for classification and innovation potential. [PDF]

PLoS One
Elsamani Y, Mejia C, Kajikawa Y.
europepmc   +1 more source

Contrasts or Carryover? Demands–Capabilities Fit and Task‐Level Intrinsic Motivation Across the Workday

Journal of Organizational Behavior, EarlyView.
ABSTRACT In the course of a workday, employees attend to various tasks whose challenge might be equal to, higher than, or lower than employees' present level of capabilities. Moreover, employees encounter these tasks sequentially throughout the day with different levels of prior motivation. Investigating carryover effects in motivation from one task to
Sherry (Qiang) Fu, Anna C. Lennard, Leslie Garza, Lindsey M. Greco, Nikolaos Dimotakis   +4 more
wiley   +1 more source

The value management cycle as a sustainable HRM framework: insights from Chinese Huawei's practices of value creation, evaluation, and distribution. [PDF]

Front Psychol
Liang R.
europepmc   +1 more source

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

Journal 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

Coordinating innovation without unified authority: leadership and organizational identification in hybrid organizations. [PDF]

Front Psychol
Fu Y, Zhong YH, Agudamu, Zhang WL.
europepmc   +1 more source

Linking Age‐Diversity Practices and Company Ratings Over Time: Evidence From Employer Reviews and a Longitudinal Experiment

Journal of Organizational Behavior, EarlyView.
ABSTRACT As global populations age, organizations face increasing pressure to support an age‐diverse workforce. Although age‐diversity practices have been shown to yield individual benefits, their temporal impact on broader evaluations of the organization such as employees' company ratings remains underexplored.
Claudia C. Kitz, Kyriaki Fousiani, Susanne Scheibe, Raphael Eppler‐Hattab   +3 more
wiley   +1 more source

Research on strategies for enhancing the competency of safety directors in EPC projects empowered by AI. [PDF]

PLoS One
Guan J, Yang ZC, Wang C.
europepmc   +1 more source

When Does Top Management Team Diversity Matter in Large Organizations?

Journal 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, James M. Plečnik, Shan Wang   +2 more
wiley   +1 more source

Investigation of the relationship between organizational cynicism and counterproductive work behaviors: a systematic review and meta-analysis. [PDF]

Front Psychol
Çivilidağ A, Durmaz Ş, Uslu B.
europepmc   +1 more source

Avoiding Moral Divergence: A Self‐Verification Perspective on Why and When Team Ethical Conflict Inhibits Individual Ethical Voice

Journal of Organizational Behavior, EarlyView.
ABSTRACT Although contextual factors have been shown to facilitate ethical voice, research on team‐level antecedents that may inhibit it has been limited. Drawing on self‐verification theory, we develop a multilevel moderation–mediation model that examines how team ethical conflict inhibits individual ethical voice. Ethical self‐verification perception
Yilin Xiang, Lu Chen
wiley   +1 more source