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A guest editorial is presented by Paul Leonardi where he applies three concepts—affordances, agency and imbrication—from his 2011 research paper “When Flexible Routines Meet Flexible Technologies: Affordance, Constraint, and the Imbrication of Human and Material Agencies” to the use of artificial intelligence in work.

Research Summary: This study investigates how people connecting with brokers who span structural holes in a firm's communication networks can enhance their innovative performance. Through sociometric data from a large software company, we observe that individuals who pay attention to information from brokers achieve higher innovative performance compared with those who ignore such information. The advantage of paying attention to brokers' information is more pronounced when people operate in highly constrained networks. Yet, our post hoc analysis reveals that people typically allocate less attention to information from brokers than from local colleagues—they systematically do the opposite of what they should do for innovative performance. Our findings regarding the role of attention for secondhand brokerage make significant contributions to studies of networks and innovation for behavioral strategy. Managerial Summary: This study investigates how innovation is influenced by paying attention to brokers within a company. Brokers are individuals who bridge different groups, providing access to varied information. Analysis of internal data from a large software company reveals that employees who heed the ideas of brokers tend to be more innovative, especially in close‐knit networks. However, there is a notable tendency for people to ignore brokers, favoring information from familiar colleagues instead. This indicates a significant attention bias, where the potentially most valuable sources for innovation are often unattended. Our research highlights the critical need for a strategic approach to distributing attention within company networks, which can significantly boost innovative performance. [ABSTRACT FROM AUTHOR]

This paper addresses the need for theoretical advancements in understanding team processes and the impact of technology on teams. Specifically, it examines the use of digital collaboration technologies by organizational teams and their effect on team communication and collaboration. Using the concept of affordances as a theoretical lens, the paper explores the potential relationships between technology affordances and essential team processes. It also provides an agenda for future research on social technologies and teams as well as novel methodological approaches for better understanding the ways in which digital technologies are affecting team processes and performance in the workplace. [ABSTRACT FROM AUTHOR]

This study advances organizational communication scholarship by introducing the notion of an occupational identity gap as a misalignment among the personal, relational, communal, and enacted frames of identity. Despite knowledge that occupational identity gaps exist, scholars know little about how people manage them. Interviews with 31 graphic designers explain how occupational identity gaps were forged by personal frames (e.g., "I am a creative person") that contradicted enacted (e.g., "I do boring template work") and relational frames (e.g., "It's the client's decision which [design] he or she will like"). Workers managed this misalignment by employing two novel strategies—reappraising and repositioning—that bridged personal-enacted and personal-relational occupational identity gaps. Our analysis contributes to scholarship by a) theorizing these two occupational identity gap bridging strategies, (b) extending CTI research, and (c) offering a novel conceptualization of occupational identity. [ABSTRACT FROM AUTHOR]