Introduction: The incorporation of Artificial Intelligence (AI) in organizations is pivotal to deal with work-related tasks and challenges effectively, yet little is known about the organizational factors that influence AI acceptance (i.e., employee favorable AI attitudes and AI use). To address this limitation in the literature and provide insight into the organizational antecedents influencing AI acceptance, this research investigated the relationship between competitive organizational climate and AI acceptance among employees. Moreover, given the critical role of a leader in employee attitude and behavior, we examined the moderating role of leaders' power construal as responsibility or as opportunity in this relationship.
Methods: Study 1 was a three-wave field study among employees ( = 237, = 38.28) working in various organizations in the UK. The study measured employees' perception of a competitive organizational climate at Time 1, leaders' power construal (as perceived by employees) at Time 2, and employee attitudes towards AI and their actual use of AI in the workplace at Times 2 and 3. Study 2 was a 2 (climate: highly competitive vs. low competitive) by 2 (power construal: responsibility vs. opportunity) experiment among employee participants ( = 150, = 37.50).
Results: Study 1 demonstrated a positive relationship between competitive climate and employee AI use over time. Furthermore, both studies revealed an interaction between competitive climate and leader's power construal in the prediction of employee AI acceptance: In Study 1, competitive climate was negatively related to AI acceptance over time when leaders construed power as opportunity. In Study 2 competitive climate was positively related to AI acceptance when leaders construed power as responsibility rather than as opportunity.
Discussion: These results underscore the organizational factors that are required in order for employees to shape favorable attitudes towards AI and actually use AI at work. Importantly, this research expands the limited body of literature on AI integration in organizations.
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http://dx.doi.org/10.3389/fpsyg.2024.1359164 | DOI Listing |
Front Psychol
December 2024
Department of Psychology and Cognitive Science, Tsinghua University, Beijing, China.
Appetite
February 2025
Ted Rogers School of Management, Toronto Metropolitan University, Toronto, Canada. Electronic address:
Br J Soc Psychol
October 2024
Department of Psychology, Mount Holyoke College, South Hadley, Massachusett, USA.
J Appl Psychol
August 2024
Department of Management, W. P. Carey School of Business, Arizona State University.
Euphemism-that is, softening words or phrases substituted for more direct language-has become pervasive in our everyday personal and professional lives. Leveraging theory and research on construal and framing effects, we conceptualize euphemism as a linguistic framing device that influences how observers construe situations and the people, groups, objects, and events within them. We then experimentally investigate the effects of euphemism as a linguistic framing device on third-party judgments about moral transgressions (i.
View Article and Find Full Text PDFPLoS One
April 2024
Department of Psychology, Martin-Luther-University of Halle-Wittenberg, Halle, Germany.
Power can increase overconfidence and illusory thinking. We investigated whether power is also related to the illusion of explanatory depth (IOED), people's tendency to think they understand the world in more detail, coherence, and depth than they actually do. Abstract thinking was reported as a reason for the IOED, and according to the social distance theory of power, power increases abstract thinking.
View Article and Find Full Text PDFEnter search terms and have AI summaries delivered each week - change queries or unsubscribe any time!