From service design thinking to the third generation of activity theory: a new model for designing AI-based decision-support systems.

Introduction: The rise of Artificial Intelligence (AI), particularly machine learning, has brought a significant transformation in decision-making (DM) processes within organizations, with AI gradually assuming responsibilities that were traditionally performed by humans. However, as shown by recent findings, the acceptance of AI-based solutions in DM remains a concern as individuals still strongly prefer human intervention. This resistance can be attributed to psychological factors and other trust-related issues.

Enhancing organizational processes for service innovation: strategic organizational counseling and organizational network analysis.

Previous studies have primarily focused on product innovation, overlooking the examination of organizational processes. This limited perspective poses a theoretical and practical gap as it primarily considers the external aspects of innovation. On the contrary, organizational processes play a crucial role in improving and creating internal operations necessary for product/service innovation success.

How to play in slow time: Embodying creativity literacies in digital learning environments.

This article considers how the emergent digital pedagogies used in a new creativity course run at the Univeristy of New South Wales contribute to the building of , and creativity literacies. In doing so, it addresses questions around the function of tertiary education within an accelerated, digitised and COVID-19-saturated globe. For while creativity is being touted as what every student needs - and what every employer wants - there is little understanding of how this most mystifying of skills can be taught to students in broad disciplines.

The contribution of activity theory to modeling multi-actor decision-making: A focus on human capital investments.

Making investment decisions is usually considered a challenging task for investors because it is a process based on risky, complex, and consequential choices (Shanmuganathan, 2020). When it comes to Investments in human capital (IHC), such as startups fundings, the aspect of decision-making (DM) becomes even more critical since the outcome of the DM process is not completely predictable. Indeed, it has to take into consideration the will, goals, and motivations of each human actor involved: those who invest as well as those who seek investments.

A Multilevel Analysis of the Impact of Unit Tightness vs. Looseness Culture on Attitudes and Behaviors in the Workplace.

This study examines the impact of work unit-level perceived Tightness vs. Looseness (T-L) culture on individual-level perceived stress, intention to leave, organizational deviance, job satisfaction, effort investment, and organizational commitment. Using quantitative cross-sectional data (=417) collected from preexisting work units (=57) in different organizations in Italy, multilevel analysis results revealed that a perceived cultural tightness at the unit level was significantly and positively related to individual-level job satisfaction, effort investment, and organizational commitment and significantly and negatively related to individual-level stress, intention to leave, and organizational deviance.