Genetic learning of virtual team member preferences

Systematic literature review of human–machine collaboration in organizations using bibliometric analysis

“…Our study found that more human-machine collaboration can help firms to improve their service quality and gain market share (Watson et al, 2018;Singh et al, 2017, € Otting andMaier, 2018). Also introducing AI encourages team cooperation and coordination within the work team (Bayo-Moriones et al, 2022;Pendharkar, 2013). On the flip side, introducing smart machines to an organization increases the complexity and uncertainty of the organizational environment (Mirowska and Mesnet, 2022) and alters the work dynamics (Ravid et al, 2020;Fleming, 2019).…”

“…Also introducing AI encourages team cooperation and coordination within the work team (Bayo-Moriones et al. , 2022; Pendharkar, 2013). On the flip side, introducing smart machines to an organization increases the complexity and uncertainty of the organizational environment (Mirowska and Mesnet, 2022) and alters the work dynamics (Ravid et al.…”

Presence and Absence in Global Virtual Team Meetings: Physical, Virtual, and Social Dimensions

“…Members of global work groups may carry out some of their tasks independently, but several tasks such as brainstorming, co-designing and decision-making are often performed together, either in co-located sub-group meetings or in virtual meetings. As global team members often belong to multiple groups in their work (see for example O'Leary and Mortensen, 2010), scheduling global team meetings and being physically or virtually present, but also socially attentive and engaged in them, may be challenging due to competing individual priorities, roles and routines, as well as different work and leisure time related cycles, time zones and schedules (Ballard et al, 2008;Pendharkar, 2013;Swigger et al, 2012). Therefore, the question of presence and absence in global virtual team meetings plays a central role and affects the quality of collaboration in global work groups.…”