竞争激烈的组织气候和人工智能 (AI) 的接受:领导者的权力结构的调节作用
Kyriaki Fousiani1, Georgios Michelakis1, Pieter A Minnigh2
1Department of Psychology, Organizational Psychology Section, University of Groningen, Groningen, Netherlands.
Frontiers in psychology
|April 10, 2024
概括
竞争激烈的组织气候会积极影响员工对人工智能的接受,当领导者将权力视为责任时. 然而,如果领导者将权力视为机会,竞争气候会阻碍人工智能的接受,这会影响组织中人工智能的整合.
科学领域:
- 组织心理学 组织心理学
- 人工智能整合人工智能整合
- 人与计算机的交互
背景情况:
- 影响人工智能 (AI) 接受的组织因素仍未得到充分探索.
- 员工对人工智能的接受对于组织中有效的人工智能集成至关重要.
- 了解人工智能接受的先例对于成功采用人工智能至关重要.
研究的目的:
- 调查竞争激烈的组织气候和员工对人工智能的接受之间的关系.
- 检查领导者权力构造 (责任与机会) 对人工智能接受的调节作用.
- 提供对推动人工智能采用和使用的组织因素的见解.
主要方法:
- 研究1:三波实地研究 (N=237) 测量竞争气候,领导力构造和人工智能接受/使用.
- 研究2:实验设计 (N=150) 操纵气候 (竞争性与低竞争性) 和权力结构 (责任与机会).
- 数据收集涉及员工调查和工作场所人工智能使用指标.
主要成果:
- 竞争气候积极预测员工随着时间的推移使用人工智能 (研究1).
- 发现了一种相互作用效应:当领导者将权力视为责任时,竞争气候与人工智能接受有积极关系.
- 相反,当领导者将权力视为机会时,竞争气候与人工智能接受有负面关系.
结论:
- 组织气候和领导层的看法显著影响员工对人工智能的接受.
- 领导者对权力的解释对于培养有利的人工智能态度和使用至关重要.
- 研究结果强调了成功整合人工智能和员工采用人工智能的关键组织因素.
相关概念视频
Stereotype Content Model
14.7K
The Stereotype Content Model (SCM) was first proposed by Susan Fiske and her colleagues (Fiske, Cuddy, Glick & Xu, 2002; see also Fiske, 2012 and Fiske, 2017). The SCM specifies that when someone encounters a new group, they will stereotype them based on two metrics: warmth—or that group’s perceived intent, and how likely they are to provide help or inflict harm—and competence—or their ability to carry out that objective. Depending on the warmth-competence...
14.7K
Stereotypes, Prejudice, and Discrimination
90.2K
Humans are very diverse and although we share many similarities, we also have many differences. The social groups we belong to help form our identities (Tajfel, 1974). These differences may be difficult for some people to reconcile, which may lead to prejudice toward people who are different. Prejudice is a negative attitude and feeling toward an individual based solely on one’s membership in a particular social group (Allport, 1954; Brown, 2010). Prejudice is common against people who...
90.2K
Social Loafing
34.8K
Another way in which a group presence can affect performance is social loafing—the exertion of less effort by a person working together with a group. Social loafing occurs when our individual performance cannot be evaluated separately from the group. Thus, group performance declines on easy tasks (Karau & Williams, 1993). Essentially individual group members loaf and let other group members pick up the slack. Because each individual’s efforts cannot be evaluated,...
34.8K
Secondary Motives: Power Motivation and Achievement Motivation
153
Power motivation and achievement motivation are two essential social motives identified by psychologist David McClelland. These motives influence behavior in various personal and professional contexts, shaping how individuals interact with others and pursue their goals.
Power motivation is characterized by the desire to influence, control, or have an impact on others. It is shaped by an individual's experiences, social environment, and cultural context. People with high power motivation are...
Power motivation is characterized by the desire to influence, control, or have an impact on others. It is shaped by an individual's experiences, social environment, and cultural context. People with high power motivation are...
153
Obedience
32.9K
According to obedience research, we may harm others under the forceful pressures of an authority figure (Milgram, 1974). How about if the inappropriate orders were delivered with less force? The increasing interdependence between nurses and physicians compelled Hofling and his colleagues to explore nurses’ reactions to a potentially harmful medical request made by the perceived authority figure, the doctor (Hofling, Brotzman, Dalrymple, Graves, & Pierce, 1966). In this situation,...
32.9K
Attitudes
28.4K
Attitude is our evaluation of a person, an idea, or an object. We have attitudes for many things ranging from products that we might pick up in the supermarket to people around the world to political policies. Typically, attitudes are favorable or unfavorable: positive or negative (Eagly & Chaiken, 1993). And, they have three components: an affective component (feelings), a behavioral component (the effect of the attitude on behavior), and a cognitive component (belief and knowledge;...
28.4K


