TY - JOUR A1 - Getchell, Kristen M. A1 - Carradini, Stephen A1 - Cardon, Peter W. A1 - Fleischmann, Carolin A1 - Ma, Haibing A1 - Aritz, Jolanta A1 - Stapp, James T1 - Artificial Intelligence in Business Communication: The Changing Landscape of Research and Teaching JF - Business and Professional Communication Quarterly N2 - The rapid, widespread implementation of artificial intelligence technologies in workplaces has implications for business communication. In this article, the authors describe current capabilities, challenges, and concepts related to the adoption and use of artificial intelligence (AI) technologies in business communication. Understanding the abilities and inabilities of AI technologies is critical to using these technologies ethically. The authors offer a proposed research agenda for researchers in business communication concerning topics of implementation, lexicography and grammar, collaboration, design, trust, bias, managerial concerns, tool assessment, and demographics. The authors conclude with some ideas regarding how to teach about AI in the business communication classroom. Y1 - 2022 U6 - https://doi.org/10.1177/23294906221074311 VL - 85 IS - 1 SP - 7 EP - 33 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 - Carradini, Stephen A1 - Fleischmann, Carolin T1 - The Effects of Multimodal Elements on Success in Kickstarter Crowdfunding Campaigns JF - Journal of Business and Technical Communication N2 - This article investigates multimodal elements—images, links, gifs, videos, and galleries—of crowdfunding campaigns on the platform Kickstarter to develop an understanding of characteristics of successful campaigns. The authors scraped 327,586 campaign pages, analyzing the multimodal elements of successful and unsuccessful campaigns. They found that successful campaigns featured more images, links, and gifs and more frequently included a project video than did unsuccessful campaigns. Images, links, and the presence of a project video had a positive impact on success while gifs and project galleries did not. These findings give business communicators practical guidance, develop theoretical aspects of Kickstarter research, and validate previous findings with a larger data set. Y1 - 2023 U6 - https://doi.org/10.1177/10506519221121699 VL - 37 IS - 1 SP - 1 EP - 27 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 -