Intelligent technologies have the potential to transform organizations and organizing processes. In particular, they are unique from prior organizational technologies in that they reposition technology as agent rather than a tool or object of use. Scholars studying human-machine communication (HMC) have begun to theorize the dual role played by human and machine agency, but they have focused primarily on the individual level. Drawing on Structuration Theory (Giddens, 1984), we propose a theoretical framework to explain agency in HMC as a process involving the negotiation of control between human and machine agents. This article contributes to HMC scholarship by offering a framework and research agenda to guide future theory-building and research on the use of intelligent technologies in organizational contexts.

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Concertive control (CC) theory has primarily been applied to traditional offline, work-based, closed membership teams. New organizational forms such as online communities have opened up additional sites in which CC processes may operate. This article makes several contributions to CC theory and research. First, it increases the applicability of CC theory by extending it from offline to online, work to non-work, and closed to open membership contexts. Second, it increases our understanding of CC processes by elaborating on three mechanisms of CC (group autonomy, group identification, and generative discipline) and how they operate differently in online work/non-work and closed/open contexts. Third, it develops propositions about how these mechanisms interact with three prominent media affordances (visibility, persistence and editability) within those contexts. Extending CC theory to online communities helps to explain individuals’ responses to normative group pressures online, which is highly relevant in our increasingly culturally and politically polarized society.

Exoskeletons are an emerging form of technology that combines the skills of both machines and humans to give wearers the ability to complete physically demanding tasks that would be too strenuous for most humans. Exoskeleton adoption has the potential to both enhance and disrupt many aspects of work, including power dynamics in the workplace and the human-machine interactions that take place. Dyadic Power Theory (DPT) is a useful theory for exploring the impacts of exoskeleton adoption. In this conceptual paper, we extend DPT to relationships between humans and machines in organizations, as well as human-human communication where use of an exoskeleton has resulted in shifts of power.