Leaders' AI-Oriented Change Behaviors: Driving or Hindering Employee-AI Collaboration?

• In Event: 20881 - Section on Labor and Labor Movements Roundtables
  In Refereed Roundtable (60 minute): Table 6: Technology and the Future of Work

Abstract

With the rapid development of AI technology, its application has become increasingly widespread, making employee-AI collaboration a trend in the workplace. Previous research has found some outcomes about employee-AI collaboration. Moreover, there is a very limited exploration of its antecedent variables and underlying mechanisms. Drawing on job demand-resource (JD-R) model, we explore how leaders’ AI-oriented change behavior enhances or decreases employee-AI collaboration through employees’ emotions. Specifically, we propose a double-edged sword model in which leaders’ AI-oriented change behavior can both enhance employees’ self-assurance, improve employee-AI collaboration, and heighten employees’ workplace anxiety, undermining employee-AI collaboration. Besides, further proposes that perceived rarity of AI identity positively moderates these relationships. To test our model, we collected data in two waves with 252 employees, and examined the whole model through a path analysis using Mplus 8.3. The results support our hypotheses. Both the theoretical and practical implications are discussed.

Authors

• Xinglan Yang

• tiezeng Jin, Harbin Institute of Technology

• Chuanyi Luan, Harbin Institute of Technology

• Li Zhang