Publications

Immersive platforms like the Metaverse have gained attention in information systems (IS) research, yet the diverse needs of people with disabilities (PWD) remain underexplored. This research examines the experiences of PWD using inclusive avatars that represent disabilities. Through an exploratory mixed-methods approach, combining qualitative interviews with an experience sampling study, we develop a framework informed by Affective Events Theory and voices of PWD to better understand how social interactions in the Metaverse impact PWD’s emotions and outcomes. Findings suggest that when PWD use inclusive avatars, inclusive and exclusionary social interactions shape their emotional responses, which in turn influence engagement, avatar connection and satisfaction, and perceptions of inclusion in the Metaverse. Although adopting inclusive avatars can be challenging, especially in the face of exclusionary interactions, the benefits can outweigh the costs. The role of disability identity is critical; PWD who identify strongly with their disability experience less negative emotional impact from exclusion. This research contributes to IS literature by conceptualizing the Metaverse as a relational, emotion-driven environment shaped by social interactions as well as a platform for authentic self-representation. Practical implications include supporting avatar-based disability representation, involving PWD in co-designing virtual reality technologies, and providing training to foster inclusive interactions in the Metaverse. These strategies can help organizations build more inclusive and engaging digital workplaces for an often underrepresented workforce segment.

Diversity drives innovation and creativity, directly contributing to scientific excellence. However, achieving equity in academia, including in experimental biology fields such as biomechanics and comparative physiology, remains a significant challenge, with women and other historically marginalized groups underrepresented, especially in more senior roles. When considering gender, the disparity is often linked to difficulties in balancing family responsibilities with demanding careers, along with lower ‘academic visibility’, as evidenced by fewer professional awards for women scientists. Many successful women who balance career and family keep their family lives private, making these aspects invisible to early career scholars, and thus depriving them of role models. To help close the gender gap, in this Perspective, we propose 10 actionable strategies for scholars at all career stages to promote gender diversity and inclusion through active allyship. Although we focus on gender diversity, these strategies can be broadly applied to harness the benefits of other diversity dimensions (e.g. age or ethnicity). We argue that embracing allyship benefits individual scientists, their research groups, the quality of their research, the broader research community and society at large by enhancing collective scientific output and inspiring the next generation of scientists.

Inclusion is a cornerstone of success for organizations and society, yet inclusion is not guaranteed. Building on inclusive leadership research and relational models theory, we argue that inclusion cannot manifest without systematic effort and planning by leaders. Unfortunately, few resources exist to help leaders plan and enact specific inclusion behaviors. To address this, we introduce the “Leader Success Bot,” an innovative conversational chatbot designed to help leaders develop daily inclusion action plans. Through our immersive longitudinal design and mixed methods data, we advance the taxonomy of inclusive leader behaviors and test the impact of inclusion planning on leaders and followers. We demonstrate how equality matching is an overlooked relational model that is a pivotal relational dynamic for inclusion. Across two studies, our quantitative and qualitative findings show that equitable exchanges by leaders can foster a deeper sense of belonging and community. As leaders interact with the chatbot, both leaders and followers are more likely to accomplish their goals. Additionally, followers' inclusion climate and psychological safety benefited, leading to a decrease in turnover intentions. Our findings underscore the potential of chatbots to support inclusive leadership training and development by providing leaders with a structured, scalable platform for continuous reflection and growth. This research advances theoretical understanding of relational inclusion dynamics and offers practical insights and a scalable tool for HR managers seeking to build more inclusive, psychologically safe cultures.

Teams that combine human intelligence with artificial intelligence (AI) have become indispensable for solving complex tasks in various decision-making contexts in modern organizations. However, the factors that contribute to AI convergence, where human team members align their decisions with those of their AI counterparts, still remain unclear. This study integrates signaling theory with self-determination theory to investigate how specific signals—such as signal fit, optional AI advice, and signal set congruence—affect employees' AI convergence in human–AI teams. Based on four experimental studies conducted in facial recognition and hiring contexts with approximately 1100 participants, the findings highlight the significant positive impact of congruent signals from both human and AI team members on AI convergence. Moreover, providing an option for employees to solicit AI advice also enhances AI convergence; when AI signals are chosen by employees rather than forced upon them, participants are more likely to accept AI advice. This research advances knowledge on human–AI teaming by (1) expanding signaling theory into the human–AI team context; (2) developing a deeper understanding of AI convergence and its drivers in human–AI teams; (3) providing actionable insights for designing teams and tasks to optimize decision-making in high-stakes, uncertain environments; and (4) introducing facial recognition as an innovative context for human–AI teaming.

Diverse and inclusive teams are not merely a moral imperative but also a catalyst for scientific excellence in robotics. Drawing from literature, a comprehensive citation analysis, and expert interviews, we derive seven main benefits of diversity and inclusion and propose a leadership guide for roboticists to reap these benefits.

Workers are increasingly embracing Artificial Intelligence (AI) to optimise various aspects of their operations in the workplace. While AI offers new opportunities, it also presents unintended challenges that they must carefully navigate. This paper aims to develop a deeper understanding of workers’ experiences with interactions with automated agents (AA) in the workplace and provide actionable recommendations for organisational leaders to achieve positive outcomes. We propose and test a simulation model that quantifies and predicts workers’ experiences with AA, shedding light on the interplay of diverse variables, such as workload, effort and trust. Our findings suggest that lower-efficiency AA might outperform higher-efficiency ones due to the constraining influence of trust on adoption rates. Additionally, we find that lower initial trust in AA could lead to increased usage in certain scenarios and that stronger emotional and social responses to the use of AA may foster greater trust but result in decreased AA utilisation. This interdisciplinary research blends a systems dynamics approach with management theories and psychological concepts, aiming to bridge existing gaps and foster the sustainable and effective implementation of AA in the workplace. Ultimately, our research endeavour contributes to advancing the field of human-AI interaction in the workplace.

Following recent technological developments in the artificial intelligence space, artificial agents are increasingly taking over organizational tasks typically reserved for humans. Studies have shown that humans respond differently to this, with some being appreciative of their advice (algorithm appreciation), others being averse toward them (algorithm aversion), and others still fully relinquishing control to artificial agents without adequate oversight (automation bias). Using systems thinking, we analyze the existing literature on these phenomena and develop a conceptual model that provides an underlying structural explanation for their emergence. In doing so, we create a powerful visual tool that can be used to ground discussions about the impact artificial agents have on organizations and humans within them.

When subordinates have suffered an unfairness, managers sometimes try to compensate them by allocating something extra that belongs to the organization. These reactions, which we label as managerial Robin Hood behaviors, are undertaken without the consent of senior leadership. In four studies, we present and test a theory of managerial Robin Hoodism. In study 1, we found that managers themselves reported engaging in Robin Hoodism for various reasons, including a moral concern with restoring justice. Study 2 results suggested that managerial Robin Hoodism is more likely to occur when the justice violations involve distributive and interpersonal justice rather than procedural justice violations. In studies 3 and 4, when moral identity (trait or primed) was low, both distributive and interpersonal justice violations showed similar relationships to managerial Robin Hoodism. However, when moral identity was high, interpersonal justice violations showed a strong relationship to managerial Robin Hoodism regardless of the level of distributive justice.

One of the concerns in modern organizations is ethics, where few institutions are unaffected by scandals or abuse of power. Thus, we look for inspiration in difficult times to offer leaders and managers strategies to mitigate or prevent ethical challenges. This symposium brings together various values-driven leadership approaches to managing organizations and offers both historical and modern leadership lessons. All of the papers stem from organizations rooted in religious values that perform entrepreneurial actions to survive, yet the organizations exist in diverse contexts. Two of the papers investigate leadership and power in Benedictine organizations that have a long-standing history in values-driven leadership and offer ideas how to implement the elements of authentic, ethical, and servant leadership over time. The other two papers study the influence of religious values on entrepreneurial actions in general and in the family business context in particular. We weave the four papers together to better understand how leaders and entrepreneurs incorporate their (religious) values into their leadership styles and adapt their management approaches to engage their stakeholders. Finally, we discuss practical implications of our findings in this symposium.