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An in-depth understanding of employees’ threat perceptions towards AI or other ITrelated transformations could inform and elevate existing innovation processes, leading to higher adoption rates. Existing IS and management research mostly refers to organizational performance measures and customer perceptions, neglecting the critical role of employees. This paper argues that effective transformation and integration of this new actor AI predominantly depends on employees–acting as intermediaries between the technology and customers. Noting the largely neglected flipside of AI transformation from an employee perspective, the current article conducts a qualitative investigation among 103 healthcare professionals to derive important AI-adoption barriers. Drawing on self-determination and social impact theory, data among five AI-application categories were analyzed, leading to three important job-related threat dimensions: Professional Development & Leadership, Workforce Empowerment & Collaboration, Workforce Resilience & Risk Management. The resulting conceptual framework offers valuable cross-industrial insights, contributing to the broader understanding of adoption resistance. [ABSTRACT FROM AUTHOR]

Digital technologies have become increasingly important to, organizations such that digital orientation becomes a top priority of an organization's strategic orientation. Therefore, organizations adopt values that prioritize leveraging new technologies with the goal to enhance performance. While digital orientation constitutes a new element on management agendas, it is important to understand, what role this new emerging orientation plays with regards to other well-established strategic orientations such as customer orientation. To address this research gap, we perform a longitudinal study on a panel dataset of 112 hospital organizations in the English National Health Service (NHS) over a seven-year period. We utilized computer-aided text analysis to identify digital orientation from annual reports and measure customer orientation based on employee questionnaires. Interestingly, our results suggest that combining customer and digital orientation leads to reduced performance. The highest performance is achieved when the focus is solely on either digital or customer orientation. Additionally, we find that the relationship between digital orientation and organizational performance is positively moderated by employee involvement. Our findings contribute to academic discourse and practice: 1) a general direct effect of digital orientation on organizational performance does not exist, 2) digital and customer orientation are substitutional, 3) the relationship between employees and digital orientation is reciprocal. Managers should improve either digital or customer orientation and increase employee involvement to leverage the potential of digital orientation. [ABSTRACT FROM AUTHOR]