Ashish Kumar Jha, Rohit Nishant
With fake news now a serious concern facing researchers, practitioners, and policymakers alike, research is increasingly exploring the factors that lead to its proliferation. However, there is limited research on the role of temporal orientation. i.e., emphasis on time. This paper examines whether a future temporal orientation (FTO), defined as a relative emphasis on the future observed in fake news titles and content, is associated with fake news sharing. We bring arguments grounded in evolutionary psychology to understand the underlying rationale driving this phenomenon. Our analysis of a Twitter dataset comprising 465519 tweets suggests that FTO characterizes fake news and is positively associated with fake news sharing. Notably, fake news titles and the accompanying text differ in their FTO. Specifically, we show an inverted U-shaped relationship between fake news sharing and the difference in FTO between the title and accompanying text. As a practical implication of this analysis, efforts to limit the spread of fake news should pay more attention to how such news emphasizes the future.
Anastasia Kulichyova, Stefan Jooss, Thomas Garavan
Literature on academic-stakeholder collaboration in the context of HRM is scarce and highlights the challenges linking theory to practice. Drawing on Mode 2 research, we theorise how a structured intervention enables the generation of theoretical insights concerning the development of employee creativity knowledge, skills, and attitudes (KSAs). Utilising event system theory, we reveal how the novelty, criticality, and disruption of a structured intervention fuel an experiential learning process. This process facilitates the development of important individual and team-based creativity KSAs and is sustained through a learning mindset. We develop insights about theories-in-use, HRM theory development, and the micro processes involved in an academic-stakeholder collaboration including areas of potential tension. From a practice perspective, we highlight the value of structured interventions for creativity KSA development and a strategy to facilitate academic-stakeholder collaboration.
Shuang Ren, Mary B. Mawritz, Rebecca L. Greenbaum, Mayowa T. Babalola, Zhining Wang
Leader bottom-line mentality (LBLM) exists when leaders solely focus on securing bottom-line outcomes to the exclusion of alternative considerations. Our research examines why leaders adopt LBLMs and the implications of this focused leadership strategy on team sales performance and pro-environmental behavior. Utilizing social information processing theory, we examine LBLM as a mediator and contend that competitive action intensity in the work environment provokes LBLM, which then signals to teams the importance of raising sales performance and reducing pro-environmental behavior. We also suggest that leader performance reward expectancy (i.e., perceptions that rewards are directly tied to high performance) serves as a first-stage moderator and team performance reward expectancy serves as a second-stage moderator, with higher (vs. lower) levels of each strengthening the indirect effects of competitive action intensity, through LBLM, onto team sales performance and pro-environmental behavior. Utilizing field data from a large pharmaceutical company (Study 1) as well as an experimental causal chain design (Studies 2a and 2b), we found support for our theoretical model.
Yiwei Yuan, Shuang Ren, Guiyao Tang, Haochen Ji, Fang Lee Cooke, Zhining Wang
Green human resource management (GHRM), a set of HRM practices targeted at environmental goals, has been proposed as the key to achieving organisational sustainable development. However, the mechanisms through which GHRM influences employee green behaviour are not yet well understood. Drawing on conservation of resources theory, this study presents an integrated model revealing the mixed effects of GHRM on employees' voluntary workplace green behaviour (VWGB). Path analysis based on two studies undertaken in China largely supported our hypotheses. Specifically, GHRM was found to positively influence employees' VWGB through environmental commitment, while simultaneously decreasing their VWGB through emotional exhaustion. Meanwhile, supervisory support for environmental behaviour mitigated the impact of GHRM on emotional exhaustion as well as the relationship between GHRM and employee VWGB via emotional exhaustion. This study contributes to the GHRM literature in particular and organisational environmental management literature in general.
Albert J. Menkveld, Anna Dreber, Felix Holzmeister, Juergen Huber, Magnus Johannesson, Michael Kirchler, Sebastian Neusüß, Michael Razen, Utz Weitzel, Fincap Team, Fearghal Kearney, Tony Klein, Liangyi Mu
In statistics, samples are drawn from a population in a data-generating process (DGP). Standard errors measure the uncertainty in estimates of population parameters. In science, evidence is generated to test hypotheses in an evidence-generating process (EGP). We claim that EGP variation across researchers adds uncertainty—nonstandard errors (NSEs). We study NSEs by letting 164 teams test the same hypotheses on the same data. NSEs turn out to be sizable, but smaller for more reproducible or higher rated research. Adding peer-review stages reduces NSEs. We further find that this type of uncertainty is underestimated by participants.
Mayowa T. Babalola, Samantha L. Jordan, Shuang Ren, Chidiebere Ogbonnaya, Wayne A. Hochwarter, Gbemisola T. Soetan
Extending existing bottom-line mentality (BLM) perspectives, we provide a new theoretical account of how supervisors’ perceptions of top management BLM influence supervisors’ servant leadership (SL) behavior. Using role theory, we propose that these perceptions inhibit supervisors’ SL behavior by reducing their SL role conceptualization or the extent to which supervisors consider SL part of their work responsibility. Further, given that the process underlying the relationship between perceived top management BLM and supervisor SL behavior may be explained by social learning theory and human adaptive capacity perspectives, we examine the incremental validity of supervisor SL role conceptualization versus supervisor BLM and empathy as mediating mechanisms. We also propose low perspective-taking among supervisors as a boundary condition that exacerbates the negative effect of perceived top management BLM on SL role conceptualization, which then results in less servant leader behavior. Data from two multiwave field studies in China and the United Kingdom provided some support for our hypotheses. Across unique cultural contexts, our findings highlight the value of a role theory perspective in understanding perceptions of top management BLM. We discuss critical theoretical and practical implications of these findings and avenues for subsequent research.
Pawan Budhwar, Soumyadeb Chowdhury, Geoffrey Wood, Herman Aguinis, Greg J. Bamber, Jose R. Beltran, Paul Boselie, Fang Lee Cooke, Stephanie Decker, Angelo DeNisi, Prasanta Kumar Dey, David Guest, Andrew J. Knoblich, Ashish Malik, Jaap Paauwe, Savvas Papagiannidis, Charmi Patel, Vijay Pereira, Shuang Ren, Steven Rogelberg, Mark N. K. Saunders, Rosalie L. Tung, Arup Varma
ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irrelevant, information and decisions. According to the CEO of ChatGPT, the potential impact of this new family of AI technology could be as big as “the printing press”, with significant implications for employment, stakeholder relationships, business models, and academic research, and its full consequences are largely undiscovered and uncertain. The introduction of more advanced and potent generative AI tools in the AI market, following the launch of ChatGPT, has ramped up the “AI arms race”, creating continuing uncertainty for workers, expanding their business applications, while heightening risks related to well‐being, bias, misinformation, context insensitivity, privacy issues, ethical dilemmas, and security. Given these developments, this perspectives editorial offers a collection of perspectives and research pathways to extend HRM scholarship in the realm of generative AI. In doing so, the discussion synthesizes the literature on AI and generative AI, connecting it to various aspects of HRM processes, practices, relationships, and outcomes, thereby contributing to shaping the future of HRM research.
Rana, N.P., Chatterjee, S., Dwivedi, Y.K., and Akter, S.
The data-centric revolution generally celebrates the proliferation of business analytics and AI in exploiting firm’s potential and success. However, there is a lack of research on how the unintended consequences of AI integrated business analytics (AI-BA) influence a firm’s overall competitive advantage. In this backdrop, this study aims to identify how factors, such as AI-BA opacity, suboptimal business decisions and perceived risk are responsible for a firm’s operational inefficiency and competitive disadvantage. Drawing on the resource-based view, dynamic capability view, and contingency theory, the proposed research model captures the components and effects of an AI-BA opacity on a firm’s risk environment and negative performance. The data were gathered from 355 operational, mid-level and senior managers from various service sectors across all different size organisations in India. The results indicated that lack of governance, poor data quality, and inefficient training of key employees led to an AI-BA opacity. It then triggers suboptimal business decisions and higher perceived risk resulting in operational inefficiency. The findings show that operational inefficiency significantly contributes to negative sales growth and employees’ dissatisfaction, which result in a competitive disadvantage for a firm. The findings also highlight the significant moderating effect of contingency plan in the nomological chain.
