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This paper explores the integration of Artificial Intelligence (AI) into workplace teams and its influence on interpersonal dynamics. Drawing on Marks et al.'s (2001) team processes framework, we examine how AI influences interpersonal processes like conflict management, motivation, and affect management. Findings suggest that while AI can enhance objectivity, motivation, and efficiency, it may also introduce new tensions and anxieties about job security. We critically analyze both the opportunities and risks associated with AI integration, including the role of trust and individual perceptions. To address gaps in existing research, we outline a qualitative research agenda exploring the nature and distribution of interpersonal processes in human-AI teams. Preliminary interviews reveal that AI has strong motivational potential, though emotional responses vary, with some team members expressing fears and differing adaptation speeds.
Crowdfunding as an alternative financing method has been extensively studied for its success factors. However, the current success rates of crowdfunding projects remain below 50%. The aim of this article is to investigate the how number of backers, size of the funding goal, and the team favorite award influence a project’s success and to investigate whether the influence of them differs across countries. Through a statistical analysis of over 100,000 crowdfunding projects sourced from the crowdfunding platform Kickstarter, projects originating from the USA, Germany, and the United Kingdom were investigated and compared. Number of backers had the biggest impact on project success. For German projects, the influence of backers was significantly higher than in the UK and USA. The size of the funding goal emerged as the most influential factor in UK and Germany, while the team favorite award did not show a significant influential effect in the whole sample.
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.
An underrepresentation of women in executive positions has persisted for decades. This paper aims to analyze the financial impact of women in executive positions in German companies by examining the economic value added and exploring the effects of Environmental, Social, and Governance (ESG) factors and female supervisory board members on female board members. The results indicate that in the 200 largest German companies, the share of female executives increased between 2018 and 2022. Regardless of industry, female executives started at very low levels at around 4% in 2018; in 2022, this figure reached around 11%. Thereby, the financial sector showed the highest share of female executives at around 14% in 2022, and the industrial sector at around 9%. A closer look reveals that large companies have higher shares of female executives than smaller companies. Large companies show an average of 17% compared to small ones, and in 2022, only 8%. There is a positive correlation between the share of female supervisory board members and female executives, arguing that female supervisory board members seem to hire more female executives. Companies with more female executives tend to have lower ESG controversy scores, and companies with more female executives, measured by the economic value added, perform better financially than companies with few or no women. Companies with female executives show about 2 percentage points higher economic value added than those with the lowest share of females (no or few female executives). Thus, it seems that female executives matter and make a difference in companies.
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.
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.
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.
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.
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.
The Challenges and Opportunities of AI-Assisted Writing: Developing AI Literacy for the AI Age
(2023)
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.