Journal of Organizational Behavior最新文献

The rising use of artificially intelligent (AI) technologies, including generative AI tools, in organizations is undeniable. As these systems become increasingly integrated into organizational practices and processes, understanding their impact on workers' experiences and job designs is critical. However, the ongoing discourse surrounding AI use in the workplace remains divided. Proponents of the technology extol its benefits for enhancing efficiency and productivity, while others voice concerns about the potential harm to human workers. To provide greater clarity on this pressing issue, this article presents a systematic review of empirical research that sheds light on the implications of AI use at work. Organized under five inductively generated themes within a multilevel framework, we uncover individual, group, and organizational factors that shape the interplay between humans and AI. Specifically, the themes are: (1) human–AI collaboration; (2) perceptions of algorithmic and human capabilities; (3) worker attitudes towards AI; (4) AI as a control mechanism in algorithmic management of platform-based work; and (5) labor market implications of AI use. Our review offers insights into these themes and identifies five pathways for future research. Finally, we provide practical recommendations for organizational leaders seeking to implement AI technologies while prioritizing their employees' well-being.

We conceptualize “perceived coworker creativity” as a resource that people seek to acquire through their relationships. Applying the Network Theory of Social Capital (NTSC), we examine whether perceiving a coworker as creative changes the closeness of the relationship an employee develops with this coworker and how being perceived as creative by others in the organization changes the weighted indegree centrality of this coworker in the organizational network over time. We also examine the role of gender and nationality similarity as moderators. We test our hypotheses in three studies: an experimental study of full-time employees, a longitudinal study of full-time employees over 8 weeks, and a longitudinal study of MBA students over 1 year. We find that employees tend to develop closer relationships over time with coworkers that they perceive as creative, and that this effect is generally stronger when these two individuals are of the opposite gender or different nationalities. Additionally, when more employees perceive a coworker as creative, it is more likely that this coworker will become more central in the network over time for those who belong to a minority group in terms of nationality.

The impostor phenomenon (IP) was originally identified over 40 years ago, and there has been a recent surge in its examination across domains of management research. However, a lack of a comprehensive review that synthesizes organizationally-relevant IP research has left IP research dispersed across time and disciplines with diminished conceptual clarity and an incoherent nomological network. We address these shortcomings by conducting a systematic review of IP in the workplace. We review 188 scholarly works (111 articles and 77 dissertations) published from 1978 to 2023 and summarize these data to describe the current state of the workplace-relevant IP literature. Moreover, we map the antecedents, correlates, mediators, moderators, and outcomes that have been examined in published research with the IP to develop an integrative framework. Next, we identify gaps in the literature, including the issue of conceptual imprecision regarding the IP construct. We address this imprecision through the advancement of both a trait- and state-based understanding of the IP experience. Finally, we identify avenues for future research to direct future studies of the IP in organizational research.

We investigate the indirect effects of socioeconomic status, both at birth and at age 5, on the likelihood of holding a formal leadership position 26 years later via two sequential mechanisms: children's self-control at age 10 and adolescents' psychological well-being at age 16. We test this model using multisource data from the British Cohort Study, an ongoing research project studying individuals born in England, Scotland, and Wales in the week of April 5–11, 1970. The data were collected at five different time points, from birth through early adulthood. Results show that the cumulative effects of early socioeconomic status predict children's self-control at age 10, and self-control in turn predicts a higher likelihood of leadership role occupancy at age 26 via psychological well-being at age 16. The findings of the current study illustrate how a range of individual and family factors measured across the lifespan predict leadership role occupancy, with implications for better understanding how socioeconomic adversity and privilege enhance individuals' likelihood of becoming leaders early in their careers.

Research supports the notion that diversity climate (employees' perceptions of the extent to which fairness and elimination of discrimination are promoted within the work unit) can help the unit attain benefits—rather than detriments—from workforce diversity. However, the diversity climate literature rests substantially on a questionable assumption—that all unit members perceive the environment uniformly—which fails to account for the potential of individuals' distinct experiences in units. We introduce a new typology of diversity climates to address how individual and subgroup perceptions develop and aggregate to reflect an overall climate. This framework calls attention to specious diversity climates, in which a homogeneous population of employees agrees in their perceptions of a supportive diversity climate despite exclusion and/or otherwise unfair treatment of marginalized members. We explore the emergence process of each distinct climate type, explicating how perceptions aggregate to form a unit diversity climate that falls into one of five categories (i.e., genuinely supportive, speciously supportive, moderate/unsupportive, multimodal, or fragmented). We conclude with implications for theory and managerial practice.

Despite the critical importance of teams in organizational change processes, we still know little about how collective change readiness (CR) in teams associates to team outcomes. In this study, we take a multilevel approach to CR and investigate how collective CR associates with team performance. Specifically, we examine (a) how ambivalence between emotional and collective cognitive CR associates with collective intentional CR and (b) how both the level and diversity of collective intentional CR associate to team performance. We test our team-level hypotheses using 59 teams and 366 individual team members. The results show that the levels of collective emotional and cognitive CR interact in their association with intentional CR. Collective intentional CR is the highest when both collective emotional and cognitive CR are high and the lowest under a condition of high collective cognitive CR and low collective emotional CR. Moreover, diversity in collective intentional CR negatively associates to leader-rated team performance. Implications for theory and suggestions for practice are discussed.

Two important contributions to the understanding of voluntary turnover are the ideas that employees become embedded in a net or web of restraining forces on- and off-the-job and that they experience varying degrees of control and desire that yield proximal withdrawal states explaining turnover motivations. We build on these ideas in two multi-wave studies to study job insecurity, one of the most common work stressors and top concerns among employees around the world. Study 1 demonstrates that job search mediates the positive relationship between job insecurity and voluntary turnover, and that employees higher in on-the-job embeddedness are less likely to search for jobs despite job insecurity. Study 2 demonstrates that turnover intention mediates the positive relationship between job insecurity and voluntary turnover, and that employees higher in on-the-job embeddedness are less likely to contemplate quitting despite job insecurity. However, off-the-job embeddedness had opposite interactive effects, exacerbating the relationship of job insecurity with turnover.