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This paper offers a novel perspective on trust in artificial intelligence (AI) systems, focusing on the transfer of user trust in AI creators to trust in AI systems. Using the agentic information systems (IS) framework, we investigate the role of AI alignment and steerability in trust transference. Through four randomized experiments, we probe three key alignment-related attributes of AI systems: creator-based steerability, user-based steerability, and autonomy. Results indicate that creator-based steerability amplifies trust transference from AI creator to AI system, while user-based steerability and autonomy diminish it. Our findings suggest that AI alignment efforts should consider the entity with which the AI goals and values should be aligned and highlight the need for research to theorize from a triadic view encompassing the user, the AI system, and its creator. Given the diversity in individual goals and values, we recommend that developers move beyond the prevailing "one-size-fits-all" alignment strategy. Our findings contribute to trust transference theory by highlighting the boundary conditions under which trust transference breaks down or holds in the emerging human-AI environment. [ABSTRACT FROM AUTHOR]

We set out to explore the unintended effects of human-machine moderation in mitigating harassment within online communities. We examine communities that use a block-list type bot to prevent harassment from the source of harassment. Drawing from social categorization and selective exposure theories, we theorize that employing a machine alongside humans for community moderation will create unintended adverse effects. Specifically, within the moderated focal community, we hypothesize an emboldening effect characterized by an increase in harassment among community members directed at their outgroup members. Additionally, we expect a disengaging effect, that is, a downward trend in the focal community's membership. Finally, in neighboring communities that share the same topic of discussion, we expect a spillover effect, that is, an increase in harassment. Employing Detoxify, a Bidirectional Encoder Representations from Transformers (BERT)-based model, we evaluate harassment scores in the focal community by analyzing 4 million Reddit comments across various communities. These scores serve as inputs for Bayesian Structural Time Series analysis, revealing evidence for both disengaging and spillover effects. For the emboldening effect, we use community-specific keywords in a predefined computer-assisted document classification approach, Keyword Assisted Topic Model (keyATM), to identify the target of harassment. We use mean comparison and regression discontinuity to assess the change in the level of harassment targeting outgroup members before and after the human-machine moderation implementation. [ABSTRACT FROM AUTHOR]

Most organizations rely on enterprise systems (ES) ecosystems for their operations and development, with ES accounting for 10% of global IT investments. However, a dearth of frameworks exists for exploring how organizations can leverage ES ecosystem knowledge to enhance ongoing ES investments. To address this gap, we propose that organizations enhance performance and foster innovation by continually developing the capacity to absorb ES ecosystem knowledge, achieved through bolstering ES connectivity and intelligence. Our novel theoretical framework, accompanied by propositions and roadmaps, facilitates further empirical investigations into how absorptive capacity enables value generation from ES investments. [ABSTRACT FROM AUTHOR]

Innovation is an important means by which firms generate new revenue streams for topline growth. Given the information intensity of innovation, a key question that managers face is: How do we organize our IT-related resource investments to promote innovation performance? This is a consequential question because different types of innovation incur varying levels of upside potential, failure risk and investment costs. In this research, we aim to answer this question by distinguishing four types of innovations—incremental, radical, non-IT related and IT related—that firms aim to produce and examining the extent to which each of these types benefits from complementary investments in IT human resources and IT compared with either type of investment alone. Using patent data from the U.S. Patent and Trademark Office, our analysis of 36,812 firm-year observations reveals that complementary investments in IT human resources and IT are associated with a 117% increase in incremental innovation, a 155% increase in radical innovation, a 173% increase in non–IT-related innovation and a 161% increase in IT-related innovation. The results of this study can be helpful in enabling managers to make informed decisions about how to organize and get the most out of their resource investments based on their innovation objectives. It is well acknowledged in the information systems (IS) literature that information technology (IT) plays an important role in firm innovation. A small but growing body of empirical evidence points to the importance of IT employees as an important complementary resource, particularly for IT-related innovation. However, there is an open question as to whether investment in such resources is complementary across a range of innovation types. This research note aims to provide theoretical and empirical clarity by emphasizing the complementary nature of firm investment in IT and in IT human resources (HR) in affecting firm innovation performance across four types of innovation: incremental, radical, non-IT related and IT related. Drawing on the theory of complementarities and theorizing about the operand and operant nature of resources, we argue that firm investment in IT HR enables firms to gain additional innovation value from their IT investments and vice versa. Using a sample involving 36,812 firm-year observations, we find that firms with robust investments in IT and in IT human resources produce more patents with greater value. Furthermore, we find that such firms produce more patents that emphasize new knowledge and those that build on existing knowledge. Finally, we find that this complementarity promotes IT-related and non–IT-related innovation. A series of analyses demonstrate the robustness of these results. We discuss implications for theory and practice. History: Yulin Fang, Senior Editor; Monideepa Tarafdar, Associate Editor. Supplemental Material: The online appendix is available at https://doi.org/10.1287/isre.2022.1185. [ABSTRACT FROM AUTHOR]

As new information technology (IT) platforms continue to emerge, the technical project risk associated with developing IT projects for these platforms is particularly challenging for organizations. We develop a nomological network of people, process, and technology to gain insight into how the effect of technical project risk can be mitigated at the IT project team level. Drawing on cultural contingency theory, the IT project risk framework, and the IT project management literature, we elaborate on the IT project team composition and team processes necessary to mitigate technical project risk. We tested the nomological network by conducting a field study of 325 IT project teams over a 3-year period at a large corporation in China. We found that project risk mitigation processes mediated the effect of IT project teams' cultural composition on IT project performance, and the effect of these processes on IT project performance was stronger under high levels of technical project risk compared to low levels of such risk. By incorporating the cultural contingency theory into developing a nomological network of technical risk mitigation processes, this work not only contributes to the IT project management literature, but also provides suggestions for practitioners on how to better leverage people, process, and technology in mitigating IT project risks. [ABSTRACT FROM AUTHOR]

In an attempt to take advantage of distributed knowledge, organizations are increasingly relying on dispersed teams—teams of individuals who primarily utilize information and communication technology (ICT) to collaborate to achieve a shared objective. Team context has often been recognized as an important factor in affecting performance in dispersed team settings. Recent research has called for the consideration of intra-team justice climate in dispersed teams; yet, how it shapes performance for teams at different degrees of dispersion remains unresolved. Drawing on and integrating extant justice climate and Information Systems (IS) literature on team dispersion, we develop a model to better understand the precise nature of the role played by intra-team procedural justice climate in the relationship between team member dispersion and team performance. Responses from 468 team members and supervisors belonging to 101 work teams were used to test the research model. We found that team dispersion and procedural justice climate affect team performance, and that procedural justice alleviates the negative effect of dispersion on performance, indicating that intra-team procedural justice climate can be a lever for mitigating the challenges posed by ICT-based interaction among members. These findings make important contributions to the extant IS literature on dispersed teams by outlining how organizations may mitigate some of the challenges of dispersion and improve team performance by creating an intra-team environment based upon fairness. [ABSTRACT FROM AUTHOR]

Emerging digital technologies give rise to digital entrepreneurship and the widespread phenomenon of open source collaboration (OSC) on GitHub for entrepreneurial pursuits. Although openness is a common theme in digital entrepreneurship, it is unclear how digital startups—that is, startups that that have digital artifacts at the core of their business model for value creation and capture—actually realize value from their OSC engagement. We develop a theoretical framework to explain how the engagement in OSC may affect the value of digital startups and how the effect is contingent on the stage of venture maturity (conception, commercialization, or growth) and the mode of OSC engagement (inbound or outbound). In analyses that pool 17,552 matched digital startups with monthly panel observations between 2008 and 2017, we find digital startups in the conception and commercialization stages benefit more from inbound OSC whereas the ones in the growth stage benefit more from outbound OSC. As digital startups increasingly use OSC for ideation, experimentation, and scaling, our contribution is to show whether, when, and how knowledge flows through OSC might affect the value of digital startups. We discuss implications for research on organizing for digital entrepreneurship as well as open innovation. [ABSTRACT FROM AUTHOR]

Purpose: Advances in information technology coupled with the need to build resilience against disruptions by pandemics like COVID-19 continue to emphasize offshoring services in the software industry. Service-level agreements (SLAs) have served as a key mechanism for safeguarding against risk in offshore service arrangements. Yet, variations in service cost and quality persist. This study aims to open up the blackbox linking SLAs to offshore project outcomes by examining (1) how the provisions in these contracts affect the ability of project teams – the work unit primarily in charge of producing the offshored service – to achieve their objectives and fulfill client requirements and (2) how differences in contextual factors shape the effects of these provisions. Design/methodology/approach: The authors incorporate the role of organizational work practice differences to understand the challenges that 270 offshore project teams faced in coordinating and integrating technical and business domain knowledge across organizational boundaries in offshore arrangements. The examined offshore IT projects were managed by a leading software vendor in India and several of its US-based clients over a three-year period. Findings: The authors demonstrate that organizational work practice differences represent a barrier to offshore project success, and that project team transition processes are an important mechanism for overcoming these barriers. Moreover, the authors find that transition processes represent key mediating mechanisms through which SLA provisions affect offshore project outcomes. Originality/value: The study findings shed light on how SLAs shape software project teams' balance between activities aimed at meeting client needs and those aimed at containing costs. [ABSTRACT FROM AUTHOR]

"Team temporal leadership" orients teams toward managing the time-related aspects of their work. We examine how perceived time pressure affects team processes and subsequent performance under weak versus strong team temporal leadership. The results of our field study of 111 project teams show that the mediated relationship between perceived time pressure and team performance is non-linear. Moreover, this non-linear mediated relationship is moderated by team temporal leadership such that, under strong team temporal leadership, the indirect effect of perceived time pressure on team performance is mostly positive, while, under conditions of weak team temporal leadership, the indirect effect is positive at low levels of perceived time pressure and negative at intermediate to high levels. Implications for current and future time pressure research are also discussed. [ABSTRACT FROM AUTHOR]

The notion of improvisation has recently emerged in managerial studies as a viable solution to flexibly dealing with unexpected occurrences in work environments. However, past research on team improvisation has overlooked the contingencies that allow teams to effectively improvise. Drawing upon demand-control theory, we investigate how empowering leadership and overload affect the improvisation-performance relationship in the context of 48 work teams. Our results suggest that empowering leadership positively moderates the relationship between improvisation and performance, while overload attenuates the same relationship. Moreover, we found a joint effect of overload and empowering leadership influencing the improvisation-performance link, such that improvisation is most positively related to performance when empowering leadership is high and overload is low. Conversely, we found that empowering leadership is particularly detrimental to the improvisation-performance relationship when team members perceive high degrees of overload. Our findings make important contributions to the extant team literature as well as to the emerging literature on team improvisation. We outline several significant insights for HR managers and team leaders who are responsible for supporting teams that face unexpected events in the work environment. © 2013 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Given the pervasive use of teams in organizations coupled with high levels of investment in collaboration technology, there is increasing interest in identifying factors that affect the exploration and use of a broader scope of system features so that firms can benefit from the use of such technology. Prior research has called for a deeper understanding of how managers can encourage greater innovation with technology in the workplace. Drawing on the team climate and technology use literatures, we identify team learning climate and team empowerment climate as key factors that affect employees' propensity to explore a new system's features. We develop and test our use in a field study involving 268 employees embedded in 56 work teams. Three main findings come out of this research. First, the results reveal that the two types of team climate differ in their cross-level effects on individual intention to explore, such that team learning climate promotes greater intention to explore, whereas team empowerment climate reduces employees' intention to explore the technology. In addition, we find that team learning climate and team empowerment climate interact in shaping individual intention to explore, such that the presence of a strong learning climate is more effective in promoting intention to explore when teams also have a strong empowerment climate. Second, the findings show that men and women are affected differently by team climate. We find that for men, team empowerment climate has no influence on intention to explore, whereas for women there is a significant negative cross-level effect. Finally, we find that intention to explore has a positive effect on usage scope, suggesting an important link between team climate, individual cognition, and the scope of features used by employees in team settings. Taken together, the model and results highlight the important role of team climate and gender-and the interplay between them-as drivers of technology feature exploration. Our findings, especially those related to team empowerment climate, are counterintuitive when compared to prior literature and offer useful insights for managers. On the one hand, managers should consider leveraging team learning climate to intrinsically stimulate employees to engage in exploration of technology. On the other hand, managers should be cautious and guard against saddling employees with too many additional responsibilities during the stages of exploration and experimentation with system features. It is possible that through an expanded set of responsibilities and expectations fostered by team empowerment climate, employees may be experiencing work overload, thus reducing their likelihood of exploring a broader set of technology features. Managers should be especially attentive to this based on the gender composition of their teams. [ABSTRACT FROM AUTHOR]

The article reports the results of a study which investigated social loafing in a team setting. The study involved 32 teams of students assigned to brainstorming tasks using group systems software. Cognitive mechanisms derived from moral disengagement theory were tested as possible drivers of social loafing behavior. These included attribution of blame, diffusion of responsibility, and dehumanization. All of these correlated with the effect of team size on social loafing, but only dehumanization was found to mediate the effect of dispersion.

Virtual work is the new normal, with employees working from dispersed locations and interacting using computer-mediated communication. Despite the growth in virtual work research, it has tended to occur in siloes focused on different types of virtual work (e.g., virtual teams and telecommuting) that are grounded in different research traditions. This limits opportunities to leverage research across these different domains. We use a co-citation analysis to examine the degree of segmentation in the field of virtual work into disparate research clusters. We find the emergence of three major research clusters: telecommuting, virtual teams, and computer-mediated work (CMW). Motivated by this finding, we carry out a comparative review of the literature in each cluster with the objective of seeking ways to exploit opportunities that cut across them. Based on our review, we first develop a conceptual model using the dispersion and technology dependence dimensions of virtuality to compare different approaches to studying virtuality-related issues across clusters. Next, we use our comparative review to propose a systematic approach for developing research questions that bridge research across the clusters by considering how different approaches to studying virtuality and the ensuing problem domains addressed in one cluster might help to advance research in another. To illustrate this approach, we discuss 12 research questions for bridging across the three virtual work clusters. Finally, we discuss the research implications of our conceptual model and bridging approach. Our review and conceptual model along with the proposed bridging approach help to facilitate a forward-looking agenda for accelerating and enriching virtual work research. [ABSTRACT FROM AUTHOR]

The success of information systems development (ISD) projects depends on the developers who deliver them. However, developers face many challenges in bringing an ISD project to successful completion. These projects are often large and highly complex, with volatile targets, creating a stressful environment for developers. Although prior literature has considered how technical ISD risk factors, such as project size, complexity, and target volatility, affect team- and project-level outcomes, their effects on developers have received limited attention. This gap in the literature is problematic for two reasons: (1) the interplay between developers and project characteristics are unaccounted for, resulting in an incomplete picture of ISD; and (2) developer stress has been shown to reduce team performance. In this research, we examine the role of empowering leadership in reducing developer stress in ISD. We develop a multilevel model of the effect of empowering leadership on the relationship between technical ISD risk factors and developers' role perceptions, and explore the consequences for developers' stress. The model was tested in a field study of 350 developers in 73 ISD teams from a large U.S.-based firm. Results showed that empowering leadership ameliorated the negative effects of project size and target volatility on role ambiguity as well as the negative effects of project size, complexity, and target volatility on role conflict and stress. We also found that empowering leadership reduced role ambiguity, role conflict, and stress directly, and that role ambiguity and role conflict increased stress. Project size, complexity, and target volatility were found to increase empowering leadership behaviors. We conclude that empowering leadership can be an effective means of helping developers cope with technical ISD risk factors and discuss the implications of our findings for research and practice. The online appendix is available at https://doi.org/10.1287/isre.2017.0716. [ABSTRACT FROM AUTHOR]

We integrate control theory and the information systems (IS) project management literature using a multilevel lens to theorize the cross-level effects of technical IS project risk on individual developer outcomes--performance and psychological stress--and the mechanisms by which IS project managers' project-related knowledge attenuates this relationship. We argue that IS project managers with project-related knowledge mitigate technical IS project risk by facilitating the enactment of internal and external process controls in their IS projects. Our empirical study involves data collected from 1,230 individual developers embedded in 130 IS project teams that are managed by 20 IS project managers. Our results provide strong support for the three-level model and its set of (a) cross-level main effects of technical IS project risk on individual developer outcomes; (b) cross-level main effects of IS project manager project-related knowledge on enacted internal and external process controls; and (c) cross-level moderation of the relationship between technical IS project risk and individual developer outcomes by IS project manager project-related knowledge through internal and external process controls. Our study provides insights on how IS project management, IS project process controls, and technical IS project risk must be managed as a system of multilevel dependencies to achieve the desired developer outcomes. [ABSTRACT FROM AUTHOR]

The success of information systems development (ISD) projects depends on the developers who deliver them. However, developers face many challenges in bringing an ISD project to successful completion. These projects are often large and highly complex, with volatile targets, creating a stressful environment for developers. Although prior literature has considered how technical ISD risk factors, such as project size, complexity, and target volatility, affect team- and project-level outcomes, their effects on developers have received limited attention. This gap in the literature is problematic for two reasons: (1) the interplay between developers and project characteristics are unaccounted for, resulting in an incomplete picture of ISD; and (2) developer stress has been shown to reduce team performance. In this research, we examine the role of empowering leadership in reducing developer stress in ISD. We develop a multilevel model of the effect of empowering leadership on the relationship between technical ISD risk factors and developers' role perceptions, and explore the consequences for developers' stress. The model was tested in a field study of 350 developers in 73 ISD teams from a large U.S.-based firm. Results showed that empowering leadership ameliorated the negative effects of project size and target volatility on role ambiguity as well as the negative effects of project size, complexity, and target volatility on role conflict and stress. We also found that empowering leadership reduced role ambiguity, role conflict, and stress directly, and that role ambiguity and role conflict increased stress. Project size, complexity, and target volatility were found to increase empowering leadership behaviors. We conclude that empowering leadership can be an effective means of helping developers cope with technical ISD risk factors and discuss the implications of our findings for research and practice. The online appendix is available at . [ABSTRACT FROM AUTHOR]

Research on information technology (IT) adoption and use, one of the most mature streams of research in the information science and information systems literature, is primarily based on the intentionality framework. Behavioral intention (BI) to use an IT is considered the sole proximal determinant of IT adoption and use. Recently, researchers have discussed the limitations of BI and argued that behavioral expectation (BE) would be a better predictor of IT use. However, without a theoretical and empirical understanding of the determinants of BE, we remain limited in our comprehension of what factors promote greater IT use in organizations. Using the unified theory of acceptance and use of technology as the theoretical framework, we develop a model that posits 2 determinants (i.e., social influence and facilitating conditions) of BE and 4 moderators (i.e., gender, age, experience, and voluntariness of use) of the relationship between BE and its determinants. We argue that the cognitions underlying the formation of BI and BE differ. We found strong support for the proposed model in a longitudinal field study of 321 users of a new IT. We offer theoretical and practical IT implications of our findings. [ABSTRACT FROM AUTHOR]

Organizations are increasingly moving toward a team-based structure for managing complex knowledge in new product development ( NPD) projects. Such teams operate in an environment characterized by dynamic project requirements and emergent nonroutine issues, which can undermine their ability to achieve project objectives. Team improvisation-a collective, spontaneous, and creative action for identifying novel solutions to emergent problems-has been identified as a key team-situated response to unexpected challenges to NPD team effectiveness. Geographic dispersion is increasingly becoming a reality for NPD teams that find themselves needing to improvise solutions to emergent challenges while attempting to leverage the knowledge of team members who are physically distributed across various locations. However, very little is known about how teams' improvisational actions affect performance when such actions are executed in increasingly dispersed teams. To address this gap in the literature, this paper draws on the emerging literature on different forms and degrees of team dispersion to understand how team improvisation affects team performance in such teams. In particular this paper takes into account both the structural and psychological facets of dispersion by considering the physical distance between team members, the configuration of the team across different sites, as well as the team members' perception of being distant from their teammates. Responses from 299 team leaders and team members of 71 NPD projects in the software industry were used to analyze the relationship between team improvisation and team performance, as well as the moderating effect of the three different conceptualizations of team dispersion. Results of the study indicate that team improvisation has a positive influence on project team performance by allowing team members to respond to unexpected challenges through creative and timely action. However, increasing degrees of team member dispersion (both structural and psychological) attenuate this relationship by making it difficult to have timely access to other team members' knowledge and by limiting real-time interactions that may lead to the development of creative solutions. The results of this research offer guidance to managers about when to balance the desire to leverage expertise to cope with unexpected events. Moreover, the present paper provides directions for future research on improvisation and team dispersion. Future research is encouraged to investigate factors that may help highly dispersed teams to overcome the shortcomings of team dispersion in dealing with emergent events. [ABSTRACT FROM AUTHOR]

In this paper, we draw on control theory to understand the conditions under which the use of agile practices is most effective in improving software project quality. Although agile development methodologies offer the potential of improving software development outcomes, limited research has examined how project managers can structure the software development environment to maximize the benefits of agile methodology use during a project. As a result, project managers have little guidance on how to manage teams who are using agile methodologies. Arguing that the most effective control modes are those that provide teams with autonomy in determining the methods for achieving project objectives, we propose hypotheses related to the interaction between control modes, agile methodology use, and requirements change. We test the model in a field study of 862 software developers in 110 teams. The model explains substantial variance in four objective measures of project quality—bug severity, component complexity, coordinative complexity, and dynamic complexity. Results largely support our hypotheses, highlighting the interplay between project control, agile methodology use, and requirements change. The findings contribute to extant literature by integrating control theory into the growing literature on agile methodology use and by identifying specific contingencies affecting the efficacy of different control modes. We discuss the theoretical and practical implications of our results. [ABSTRACT FROM AUTHOR]

The article discusses the importance of coordinating the efforts of computer programmers in software development projects. It highlights the vitality of cooperation which has been identified as an important process for software project teams to manage non-routine challenges, and examines the role of collective ownership and coding standards which govern coordination among developers. It points out how collective ownership and coding standards play a role in improving software projects.

This paper extends prior research in household technology adoption by incorporating the role of espoused cultural values. Specifically, we theorize that espoused cultural values–individualism/collectivism, masculinity/femininity, power distance, uncertainty avoidance, and long-term orientation—play an important role in affecting consumers’ behaviors by altering consumers’ belief structures—attitudinal beliefs, normative beliefs, and control beliefs. Our theoretical model predicts that the impact of consumers’ belief structures on household technology adoption intention varies across consumers with different cultural values. Propositions are provided to explain how different cultural mechanisms moderate the relationships between consumers’ beliefs and household technology adoption intention. The paper concludes with theoretical implications, future research directions, and practical implications. [ABSTRACT FROM AUTHOR]

In this paper, the authors develop a conceptual framework for examining the impact of CEO turnover and succession on organizational capabilities. Using the social network perspective as a theoretical lens, we identify conditions in which CEO turnover is expected to influence organizational exploration and exploitation capabilities. We also identify contingencies under which CEO succession will moderate the impact of CEO turnover on organizational capabilities. Prior reviews of the CEO turnover and succession literature suggest that empirical findings on organizational implications continue to be equivocal. Our framework provides a useful lens through which to view the consequences of CEO turnover and succession and sheds some light on the equivocal findings to date. [ABSTRACT FROM AUTHOR]

What differentiates successful from unsuccessful open source software projects? This paper develops and tests a model of the impacts of license restrictiveness and organizational sponsorship on two indicators of success: user interest in, and development activity on, open source software development projects. Using data gathered from Freshmeat.net and project home pages, the main conclusions derived from the analysis are that (1) license restrictiveness and organizational sponsorship interact to influence user perceptions of the likely utility of open source software in such a way that users are most attracted to projects that are sponsored by nonmarket organizations and that employ nonrestrictive licenses, and (2) licensing and sponsorship address complementary developer motivations such that the influence of licensing on development activity depends on what kind of organizational sponsor a project has. Theoretical and practical implications are discussed, and the paper outlines several avenues for future research. [ABSTRACT FROM AUTHOR]