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Producers and creators often receive assistance with work from other people. Increasingly, algorithms can provide similar assistance. When algorithms assist or augment producers, does this change individuals' willingness to assign credit to those producers? Across four studies spanning several domains (e.g., painting, construction, sports analytics, and entrepreneurship), we find evidence that producers receive more credit for work when they are assisted by algorithms, compared with humans. We also find that individuals assume algorithmic assistance requires more producer oversight than human assistance does, a mechanism that explains these higher attributions of credit (Studies 1–3). The greater credit individuals assign to producers assisted by algorithms (vs. other people) also manifests itself in increased support for those producers' entrepreneurial endeavors (Study 4). As algorithms proliferate, norms of credit and authorship are likely changing, precipitating a variety of economic and social consequences. [ABSTRACT FROM AUTHOR]

How do organizational audience members value products and services? We examine here consumers called "cosmopolitans" (individuals who think beyond a single geographical place) and those called "omnivores" (individuals who show a taste for variety in genres). We study this difference between audience members in exploratory analyses of dining, looking at consumption trajectories of specific diners from their reviews of restaurants, posted in a popular online platform. From this open-ended analysis, we discover that many omnivores are not cosmopolitans and vice versa, despite much theory suggesting otherwise. In further empirical analyses, we study a large sample of online restaurant reviews, allowing us to follow the dining behavior and attitudes of over 380,000 individuals from 2005 to 2019. We find that the effects of cosmopolitanism depend on being an omnivore; we also find both cosmopolitans and omnivores make authenticity attributions more frequently than other reviewers. In looking at neighborhoods and types of restaurants visited, we find that diversity (of both the organizations visited and the demography of neighborhoods visited) heightens a diner's sensitivity to authenticity, suggesting intentional diversity-seeking behavior. These findings suggest avenues for future theory and empirical research. [ABSTRACT FROM AUTHOR]

Develops a cultural transmission model with the following variables: worker entry and exit rate, organization growth rate, recruiting selectivity, socialization intensity, and the rate that socialization decays if not reinforced. A computer simulation of the model found that cultural systems in organizations are highly robust and reach equilibrium even with high turnover and rapid growth. (53 references) (MLH)