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In this introduction to the special issue, we propose a framework for researching the interplay between digital technologies and social justice, which offers a unique and fruitful opportunity for information systems (IS) researchers to make contributions to theory and practice, with meaningful policy impacts. The framework draws upon prior definitions and typologies of social justice, previous IS research on social justice, and the studies included in this special issue. The framework positions digital technologies as playing key roles in revealing, orchestrating, enabling, and inhibiting social justice. We also propose theoretical arguments on how social justice phenomena can reshape the design of digital technologies and the manner in which they are used. We draw attention to the tensions that arise from the interplay between digital technologies and social justice and how digital technologies can be designed towards advancing social justice, urging future research to address these fundamental issues. Lastly, we chronicle how this special issue was developed and organized and what efforts we made towards a diversity of perspectives and the inclusion of a variety of voices in the special issue. [ABSTRACT FROM AUTHOR]

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]

Information systems (IS) use, the dominant theoretical paradigm for explaining how users apply IS artifacts toward goal attainment, gives primacy to human agency in the user--IS artifact relationship. Models and theorizing in the IS use research stream tend to treat the IS artifact as a passive tool; lacking in the ability to initiate action and accept rights and responsibilities for achieving optimal outcomes under uncertainty. We argue that a new generation of "agentic" IS artifacts requires revisiting the human agency primacy assumption. Agentic IS artifacts are no longer passive tools waiting to be used, are no longer always subordinate to the human agent, and can now assume responsibility for tasks with ambiguous requirements and for seeking optimal outcomes under uncertainty. To move our theorizing forward, we introduce delegation, based on agent interaction theories, as a foundational and powerful lens through which to understand and explain the human--agentic IS artifact relationship. While delegation has always been central to human--IS artifact interactions, it has yet to be explicitly recognized in IS use theorizing. We explicitly theorize IS delegation by developing an IS delegation theoretical framework. This framework provides a scaffolding which can guide future IS delegation theorizing and focuses on the human--agentic IS artifact dyad as the elemental unit of analysis. The framework specifically reveals the importance of agent attributes relevant to delegation (endowments, preferences, and roles) as well as foundational mechanisms of delegation (appraisal, distribution, and coordination). Guidelines are proposed to demonstrate how this theoretical framework can be applied toward generation of testable models. We conclude by outlining a roadmap for mobilizing future research. [ABSTRACT FROM AUTHOR]

It is well acknowledged that close collaboration with the customer serves as the lynchpin to ensuring that agile information systems development (ISD) teams produce the right software within mutually agreed targets. In several agile ISD methods, this emphasis on close collaboration is enacted through the role of a designated customer representative (CR). The agile ISD literature has recognized the behaviors in this role to be inherently complementary and contradicting in nature, presenting a challenge to whoever occupies the role and hampering their ability to add value to the project. How do CRs manage these challenges and why do they do so in a particular manner? Unfortunately, there has been little theory to answer these questions. In this research, we explore and theorize about this phenomenon by leveraging role multiplexity as a theoretical lens in making sense of the behavior of CRs in agile ISD. Results suggest that the CR role is multiplex, exhibiting multiple manifestations with different orientations. We develop a theoretical model that articulates the instantiation of these role manifestations and the mechanisms that enable the CR role to remain intact while managing these challenges. The theoretical model highlights the CR role in agile ISD as being dynamic and multi-oriented. [ABSTRACT FROM AUTHOR]

This article addresses the broad question, How can virtual teams that manage a majority of their interactions through information and communication technologies (ICTs) be made more effective? Focusing specifically on interpersonal interactions, the task--technology fit paradigm is used as the foundation for a theoretical model that seeks to identify how such teams can match available communication technologies to the different types of interpersonal interactions in which they engage. The authors draw on media synchronicity theory to identify the functionalities of the wide range of ICTs available today, and map these functionalities onto the salient communication needs of 3 key interpersonal processes: (a) conflict management, (b) motivation and confidence building, and (c) affect management. The model also incorporates a temporal dimension examining how the communication needs, and hence, the need for ICT functionality, varies depending on the virtual team's developmental stage. Opportunities for future research arising from the theoretical model are discussed.

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]

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]