TY - JOUR A1 - Fleischmann, Carolin A1 - Cardon, Peter W. A1 - Ma, Haibing T1 - Algorithmische Auswertung von Mitarbeiterdaten: zwischen Vertrauen und Kontrolle JF - PERSONALquarterly KW - KI Y1 - 2022 VL - 2022 IS - 03 ER - TY - CHAP A1 - Fleischmann, Carolin A1 - Seeber, Isabella A1 - Cardon, Peter A1 - Aritz, Jolanta T1 - Fostering Psychological Safety in Global Virtual Teams: The Role of Reminder Nudges and Team-based Interventions T2 - Proceedings of the 56th Hawaii International Conference on System Sciences N2 - Psychological safety, the feeling of being comfortable to express one’s ideas or opinions in teams, is a key determinant of successful global virtual teams. Even though there exists considerable knowledge about its antecedents, it is unknown how team-based (e.g., clarification of deliverables and deadlines) and technology-based (e.g., digital reminder nudges/ DRN) interventions foster psychological safety given cultural variations of team members. Based on a survey involving 148 participants, our data shows that both team-based interventions (TBI) and digital nudges foster psychological safety in global virtual teams. TBI are even more effective for high-context, indirect communicators than for low-context, direct communicators. However, digital nudges were equally effective across cultures for building psychological safety. These findings contribute to the literature on psychological safety as we show that not all antecedents hold equally across cultures and to the literature of digital nudges as we show the effectiveness of technology-based interventions in a team context. KW - Cross-Organizational and Cross-Border IS/IT Collaboration KW - chatbot KW - conversational agent KW - education KW - learning outcomes KW - pedagogical agent Y1 - 2023 UR - https://hdl.handle.net/10125/102673 SP - 365 ER - TY - INPR A1 - Cardon, Peter W. A1 - Getchell, Kristen A1 - Carradini, Stephen A1 - Fleischmann, Carolin A1 - Stapp, James T1 - Generative AI in the Workplace: Employee Perspectives of ChatGPT Benefits and Organizational Policies N2 - Research Questions • What attitudes do professionals hold towards the impact of AI on society and their jobs? How do early adopters of ChatGPT differ in their attitudes towards the impact of AI on society and their jobs? • In what ways are professionals using ChatGPT? How do these uses differ by managerial status? • What do professional perceive as benefits of generative AI? How do they differ in these views based on level of ChatGPT adoption and managerial status? • What do professionals perceive as the benefits of organizational policy for the use of generative AI? How do these views differ based on level of ChatGPT adoption and managerial status? Samples • Study 1 involved 148 working adults in the United States who had heard of ChatGPT • Study 2 involved 395 working adults in the United States who had heard of ChatGPT Research Questions • What attitudes do professionals hold towards the impact of AI on society and their jobs? How do early adopters of ChatGPT differ from non-adopters in their attitudes towards the impact of AI on society and their jobs? • In what ways are professionals using ChatGPT? How do these uses differ by managerial status? • What do professionals perceive as benefits of generative AI? How do they differ in these views based on level of ChatGPT adoption and managerial status? • What do professionals perceive as the benefits of organizational policy for the use of generative AI? How do these views differ based on level of ChatGPT adoption and managerial status? Key Findings and Conclusions • Many US workers in this sample are using ChatGPT for professional purposes. Roughly the following percentages have already used ChatGPT in the following ways: o 42% for researching a topic or generating ideas o 32% for drafting messages o 26% for drafting longer documents, such as reports o 22% for editing text • Many US workers in this sample believe ChatGPT can help them become better communicators. This is particularly the case for executives and managers. Roughly two thirds of executives (67%) and managers (64%) believe generative AI can help them communicate more effectively. • Early adopters of ChatGPT in this sample hold much different views of generative AI than do non-users of ChatGPT. Early adopters hold the following distinctive views: o They are much more likely to think AI is good for society than non-users (64% to 22%) and believe it will make them more productive (82% for early adopters; 26% for non-users); however, they are also more likely to worry about the ethical implications of AI (68% to 55%) in the workplace and worry that their own job will be replaced by AI (41% to 20%). o They are much more likely to think generative AI will support them in their work. About 85% of early adopters say that ChatGPT can help them generate ideas for work compared to about 50% of non-users. About 73% of early adopters say it can improve the quality of their work compared to 42% of non-users. About 74% of early adopters say it can help them communicate more effectively compared to 41% of non-users. Executives and managers are slightly more likely to be enthusiastic about the benefits. • Employees in organizations with generative AI policies view these policies positively. Those who are aware of an organizational policy about generative AI generally believe it has supported more comfort in using ChatGPT for work, has improved trust, has improved efficiency, and has provided legal protections. Those who are early adopters are generally more positive about each of these benefits of organizational policy than those who are non-users of ChatGPT. • Most early adopters of generative AI in organizations without generative AI policies want more guidance about ChatGPT use. Most early adopters believe an organizational policy would make them more comfortable using ChatGPT (61%), that it would increase trust (56%), and that it would improve efficiency (66%). Key Recommendations • Develop generative AI policies that support innovation and efficiency while putting into place legal safeguards for organizations and their employees. • Use a social contracts approach to develop generative AI policies. KW - AI policy KW - AI-mediated communication KW - artificial intelligence KW - ChatGPT KW - Communication KW - generative AI KW - Organizational Communication KW - Social and Behavioral Sciences Y1 - 2023 U6 - https://doi.org/10.31235/osf.io/b3ezy ER - TY - JOUR A1 - Cardon, Peter A1 - Fleischmann, Carolin A1 - Aritz, Jolanta A1 - Logemann, Minna A1 - Heidewald, Jeanette T1 - The Challenges and Opportunities of AI-Assisted Writing: Developing AI Literacy for the AI Age JF - Business and Professional Communication Quarterly N2 - Generative AI may significantly disrupt the teaching and practice of business communication. This study of 343 communication instructors revealed a collective view that AI-assisted writing will be widely adopted in the workplace and will require significant changes to instruction. Key perceived challenges include less critical thinking and authenticity in writing. Key perceived benefits include more efficiency and better idea generation in writing. Students will need to develop AI literacy—composed of application, authenticity, accountability, and agency—to succeed in the workplace. Recommendations are provided for instructors and administrators to ensure the benefits of AI-assisted writing can outweigh the challenges. KW - AI-assisted writing KW - generative AI KW - AI-mediated communication KW - AI literacy Y1 - 2023 U6 - https://doi.org/10.1177/23294906231176517 SP - 1 EP - 39 ER - TY - JOUR A1 - Carradini, Stephen A1 - Getchell, Kristen A1 - Cardon, Peter A1 - Fleischmann, Carolin A1 - Aritz, Jolanta A1 - Stapp, James T1 - Evidence-based recommendations for recorded meetings policies JF - Business Horizons N2 - Virtual meeting recordings have become a common part of virtual and hybrid workplace environments. Meeting recordings offer potential benefits (speedy transcript production, expedited information sharing, searchable information, inclusion of visual and tonal expressions) and drawbacks (difficulty discussing sensitive issues, employee privacy, limited off-the-record capabilities, and employee concerns over sharing recordings). Given this variance, policies for virtual meetings are a necessity. Managers can successfully implement a policy by co-creating policy preferences with employees in open-ended and nonjudgmental conversations that openly discuss potential benefits, drawbacks, and employee concerns. Topics such as when to record, when not to record, how to gain consent, and who will have administrative and sharing rights should be covered. Accessibility concerns, use or rejection of software features, for how long and where meeting recordings should be stored, and emerging issues such as use of virtual reality meetings and AI tools are areas of less urgency that may be part of the conversations. Managers should deliver policy preferences to a group of representatives from Human Resources, Information Technology, and the executive team to compose the policy, request a legal review, then introduce and implement it in the organization. KW - Policy KW - Psychological safety KW - Recorded meetings KW - Virtual meetings Y1 - 2023 U6 - https://doi.org/10.1016/j.bushor.2023.08.003 ER - TY - RPRT A1 - Sigl, Anna-Lena A1 - Fleischmann, Carolin A1 - Cardon, Peter A1 - Aritz, Jolanta A1 - Koße, Tamara T1 - Speech-to-text technology for global virtual teams: A SWOT analysis N2 - Virtual team meetings are increasingly supported with advanced technology. This study investigates the extent to which Al-enabled speech technology can be useful for global virtual teams (GVT). A survey was conducted in GVTs in 2020 and 2021, when people's lives were primarily dominated by the pandemic. A transcription software was used to support the collaboration. A total of 530 survey responses were analyzed using a structured approach- qualitative content analysis. The data was structured using the SWOT framework that aimed at comprehensively answering the research question "To what extent is the use of Al-supported speech technology in GVTs useful?". Al-generated transcripts are helping to overcome language and time zone barriers in GVT. Yet, they also cause misunderstandings and impact openness of communication. Further results and implications for GVT are discussed. T3 - Rosenheim Papers in Applied Economics and Business Sciences - 9 KW - Speech-to-text technology KW - global virtual teams KW - NLP KW - SWOT analysis Y1 - 2023 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:bvb:861-opus4-23270 ER - TY - JOUR A1 - Cardon, Peter A1 - Fleischmann, Carolin A1 - Logemann, Minna A1 - Heidewald, Jeanette A1 - Aritz, Jolanta A1 - Swartz, Stephanie T1 - Competencies Needed by Business Professionals in the AI Age: Character and Communication Lead the Way JF - Business and Professional Communication Quarterly N2 - Many experts project generative AI will impact the types of competencies that are valued among working professionals. This is the first known academic study to explore the views of business practitioners about the impacts of generative AI on skill sets. This survey of 692 business practitioners showed that business practitioners widely use generative AI, with the most common uses involving research and ideation, drafting of business messages and reports, and summarizing and revising text. Business practitioners report that character-based traits such as integrity and soft skills will become more important. Implications for teaching business communication are discussed. KW - AI-mediated communication KW - artificial intelligence KW - business education KW - generative AI KW - soft skills Y1 - 2024 U6 - https://doi.org/10.1177/23294906231208166 VL - 87 IS - 2 SP - 223 EP - 246 ER - TY - CHAP A1 - Fleischmann, Carolin A1 - Logemann, Minna A1 - Heidewald, Jeanette A1 - Cardon, Peter A1 - Aritz, Jolanta A1 - Swartz, Stephanie T1 - Fostering GenAI Literacy in Higher Education for Future Workplace Preparedness: A Mixed-Methods Study T2 - ECIS 2024 Proceedings N2 - As generative AI (GenAI) becomes increasingly integrated into the professional workplace, offering significant productivity gains according to emerging research evidence, professionals and students need to build competencies to thrive in this new environment. In higher education, curricula must incorporate GenAI literacy to help students engage with this important and evolving technology. This research introduces results from a mixed-method study conducted among organisational practitioners, with the goal of creating an understanding of GenAI literacy needs across broad organisational contexts. We develop a Diamond Model of GenAI literacy for higher education to support curricular transformations needed to help students entering the GenAI-infused workplace. The suggested Diamond Model advocates for refining educational approaches to equip graduates with the capabilities to apply GenAI, maintain accountability, ensure authenticity and exercise agency in GenAI-driven workplaces. Y1 - 2024 UR - https://aisel.aisnet.org/ecis2024/track13_learning_teach/track13_learning_teach/5 SP - 1859 ER - TY - JOUR A1 - Seeber, Isabella A1 - Fleischmann, Carolin A1 - Cardon, Peter A1 - Aritz, Jolanta T1 - Fostering Psychological Safety in Global Virtual Teams: The Role of Team-Based Interventions and Digital Reminder Nudges JF - Group Decision and Negotiation N2 - Psychological safety (PS), the feeling of being comfortable to express one’s ideas or opinions in teams, is a key determinant of successful global virtual teams (GVT). Even though considerable knowledge exists about its antecedents, it is unknown how team-based interventions (TBI) and technology-based interventions (digital reminder nudges, DRN) foster PS among team members. Based on a survey involving 235 participants, our data show that TBI and DRN foster psychological safety in GVT. However, only the effect of TBI on psychological safety can be explained with a higher-quality coordination process. It remains unclear what causal mechanism explains the effect of DRN. These findings contribute to the literature on PS by showing that TBI facilitate effective coordination processes and to the literature on digital nudges by demonstrating that technology-based reminders drive PS. KW - Artificial Intelligence KW - Collaboration KW - Digital nudging KW - Global virtual teams KW - Psychological safety KW - Team intervention Y1 - 2024 U6 - https://doi.org/10.1007/s10726-024-09899-5 ER -