TY - JOUR A1 - Hofeditz, Lennart A1 - Mirbabaie, Milad A1 - Ortmann, Mara T1 - Ethical challenges for human–agent interaction in virtual collaboration at work JF - International journal of human computer interaction N2 - In virtual collaboration at the workplace, a growing number of teams apply supportive conversational agents (CAs). They take on different work-related tasks for teams and single users such as scheduling meetings or stimulating creativity. Previous research merely focused on these positive aspects of introducing CAs at the workplace, omitting ethical challenges faced by teams using these often artificial intelligence (AI)-enabled technologies. Thus, on the one hand, CAs can present themselves as benevolent teammates, but on the other hand, they can collect user data, reduce worker autonomy, or foster social isolation by their service. In this work, we conducted 15 expert interviews with senior researchers from the fields of ethics, collaboration, and computer science in order to derive ethical guidelines for introducing CAs in virtual team collaboration. We derived 14 guidelines and seven research questions to pave the way for future research on the dark sides of human–agent interaction in organizations. KW - conversational agents KW - human–computer interaction KW - virtual collaboration KW - ethics KW - virtual teams KW - trust Y1 - 2023 U6 - https://doi.org/10.1080/10447318.2023.2279400 SN - 1044-7318 SN - 1532-7590 PB - Taylor & Francis CY - New York, NY ER - TY - JOUR A1 - Urbach, Tina A1 - Fay, Doris T1 - Leader member exchange in leaders’ support for voice BT - good relationships matter in situations of power threat JF - Applied psychology : an international review JF - Psychologie appliquée N2 - While previous research underscores the role of leaders in stimulating employee voice behaviour, comparatively little is known about what affects leaders' support for such constructive but potentially threatening employee behaviours. We introduce leader member exchange quality (LMX) as a central predictor of leaders' support for employees' ideas for constructive change. Apart from a general benefit of high LMX for leaders' idea support, we propose that high LMX is particularly critical to leaders' idea support if the idea voiced by an employee constitutes a power threat to the leader. We investigate leaders' attribution of prosocial and egoistic employee intentions as mediators of these effects. Hypotheses were tested in a quasi-experimental vignette study (N = 160), in which leaders evaluated a simulated employee idea, and a field study (N = 133), in which leaders evaluated an idea that had been voiced to them at work. Results show an indirect effect of LMX on leaders' idea support via attributed prosocial intentions but not via attributed egoistic intentions, and a buffering effect of high LMX on the negative effect of power threat on leaders' idea support. Results differed across studies with regard to the main effect of LMX on idea support. KW - proactive personality KW - antecedents KW - behavior KW - consequences KW - metaanalysis KW - model KW - performance KW - supervisors KW - trust KW - work Y1 - 2021 U6 - https://doi.org/10.1111/apps.12245 SN - 0269-994X SN - 1464-0597 VL - 70 IS - 2 SP - 674 EP - 708 PB - Wiley CY - Hoboken ER - TY - JOUR A1 - Krause, Tobias Alexander A1 - Van Thiel, Sandra T1 - Perceived managerial autonomy in municipally owned corporations BT - disentangling the impact of output control, process control, and policy-profession conflict JF - Public management review N2 - Many European municipalities rely on municipally owned corporations (MOCs) to serve the public interest. Some MOCs, e.g. utilities or hospitals, are also aimed at generating financial revenue, others provide funded services like public transportation. Our article explores local governments’ approaches to the managerial control of influential MOCs. To conceptualize control, we distinguish control mechanisms (e.g. output control), correlates (e.g. policy-profession conflict), and perceived managerial autonomy. Drawing on a sample of 243 MOC top managers in Germany, structural equation modelling reveals four complex relationships between output control, process control, supervisor trust, and policy-profession conflict as antecedents of perceived managerial autonomy. KW - Managerial autonomy KW - municipally owned corporation KW - inter-organizational control KW - policy-profession conflict KW - trust Y1 - 2018 U6 - https://doi.org/10.1080/14719037.2018.1473472 SN - 1471-9037 SN - 1471-9045 VL - 21 IS - 2 SP - 187 EP - 211 PB - Routledge, Taylor & Francis Group CY - Abingdon ER -