Recorded Business Meetings and AI Algorithmic Tools: Negotiating Privacy Concerns, Psychological Safety, and Control

Cardon, Peter W.; Ma, Haibing; Fleischmann, Carolin

doi:10.1177/23294884211037009

Cited by 21 publications

(20 citation statements)

References 55 publications

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“…These new and emerging AI tools raise a variety of issues related to privacy, psychological safety and control. Some scholars (Cardon et al , 2021) identified five key tensions related to the algorithmic analysis of recorded meetings, namely, employee control of data versus management control of data, privacy versus transparency, reduced psychological safety versus enhanced psychological safety, learning versus evaluation and trust in AI versus trust in people. Infrastructures, systems, applications, services are made more flexible and dynamic by the ever-increasing introduction of virtualization and the cloud.…”

Section: Resultsmentioning

confidence: 99%

Artificial intelligence and creative activities inside organizational behavior

Paesano

2021

IJOA

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Purpose This study aims to investigate about the use of artificial intelligence (AI) (man machine relationship) regarding organizational behavior. The aim of this research paper is to analyze whether the current AI is used also to replace man in “creative” activities. Design/methodology/approach This study is based on a qualitative and explorative approach. It is made a review of the literature with “Scopus” and “Web of Science” databases. The research fields are AI, organizational behavior, man-machine relationship and creativity. Findings Analyzing whether the intensive use of AI in organizational behavior can replace human work in creative activities. Research limitations/implications The connection of AI with creative activities within the organization is only just beginning. For this reason, other sources, like Harvard Business Review, public reports and professional papers found on the internet have been considered. The most important limitation of this paper is that all the results presented here do not concern a single case study. Practical implications In this paper, there are some examples that can show the use of AI in creative activities; however, this does not complete the situation facing companies in any sector because the AI technologies used within enterprises are constantly evolving. It is possible to continue to do research in this field. Originality/value The paper is meaningful because highlights the development of AI toward creative activities typically of human resources. It is also interesting because it analyzes the exploratory use of AI in increasingly human work, generating positive and negative externalities.

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Section: Resultsmentioning

confidence: 99%

Artificial intelligence and creative activities inside organizational behavior

Paesano

2021

IJOA

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“…We believe a flexible, community-oriented approach is critical. Cardon et al (2021) developed a social contracts framework for developing AI policy, based on the views of early adopters of AI in organizations. In the social contracts approach, employees are heavily involved in the development of policies.…”

Section: Discussion and Recommendationsmentioning

confidence: 99%

Generative AI in the Workplace: Employee Perspectives of ChatGPT Benefits and Organizational Policies

Cardon¹,

Getchell²,

Carradini³

et al. 2023

Preprint

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Research Questions•What attitudes do professionals hold towards the impact of AI on society and their jobs? How do early adopters of ChatGPT differ in their attitudes towards the impact of AI on society and their jobs? •In what ways are professionals using ChatGPT? How do these uses differ by managerial status?•What do professional perceive as benefits of generative AI? How do they differ in these views based on level of ChatGPT adoption and managerial status?•What do professionals perceive as the benefits of organizational policy for the use of generative AI? How do these views differ based on level of ChatGPT adoption and managerial status?Samples•Study 1 involved 148 working adults in the United States who had heard of ChatGPT•Study 2 involved 395 working adults in the United States who had heard of ChatGPTResearch Questions•What attitudes do professionals hold towards the impact of AI on society and their jobs? How do early adopters of ChatGPT differ from non-adopters in their attitudes towards the impact of AI on society and their jobs? •In what ways are professionals using ChatGPT? How do these uses differ by managerial status?•What do professionals perceive as benefits of generative AI? How do they differ in these views based on level of ChatGPT adoption and managerial status?•What do professionals perceive as the benefits of organizational policy for the use of generative AI? How do these views differ based on level of ChatGPT adoption and managerial status?Samples•Study 1 involved 148 working adults in the United States who had heard of ChatGPT•Study 2 involved 395 working adults in the United States who had heard of ChatGPTKey Findings and Conclusions•Many US workers in this sample are using ChatGPT for professional purposes. Roughly the following percentages have already used ChatGPT in the following ways:o42% for researching a topic or generating ideaso32% for drafting messageso26% for drafting longer documents, such as reportso22% for editing text•Many US workers in this sample believe ChatGPT can help them become better communicators. This is particularly the case for executives and managers. Roughly two thirds of executives (67%) and managers (64%) believe generative AI can help them communicate more effectively. •Early adopters of ChatGPT in this sample hold much different views of generative AI than do non-users of ChatGPT. Early adopters hold the following distinctive views:oThey are much more likely to think AI is good for society than non-users (64% to 22%) and believe it will make them more productive (82% for early adopters; 26% for non-users); however, they are also more likely to worry about the ethical implications of AI (68% to 55%) in the workplace and worry that their own job will be replaced by AI (41% to 20%).oThey are much more likely to think generative AI will support them in their work. About 85% of early adopters say that ChatGPT can help them generate ideas for work compared to about 50% of non-users. About 73% of early adopters say it can improve the quality of their work compared to 42% of non-users. About 74% of early adopters say it can help them communicate more effectively compared to 41% of non-users. Executives and managers are slightly more likely to be enthusiastic about the benefits.•Employees in organizations with generative AI policies view these policies positively. Those who are aware of an organizational policy about generative AI generally believe it has supported more comfort in using ChatGPT for work, has improved trust, has improved efficiency, and has provided legal protections. Those who are early adopters are generally more positive about each of these benefits of organizational policy than those who are non-users of ChatGPT.•Most early adopters of generative AI in organizations without generative AI policies want more guidance about ChatGPT use. Most early adopters believe an organizational policy would make them more comfortable using ChatGPT (61%), that it would increase trust (56%), and that it would improve efficiency (66%).Key Recommendations•Develop generative AI policies that support innovation and efficiency while putting into place legal safeguards for organizations and their employees.•Use a social contracts approach to develop generative AI policies.

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“…A recent study of early adopters of AI-based communication technologies showed that given the uncertain and constantly changing nature of AI, a social contracts approach to policy making is ideal (Cardon et al, 2021). Administrators should develop deep awareness of how policies support innovation while also protecting employees.…”

Section: Discussion and Recommendationsmentioning

confidence: 99%

“…A small set of scholarly work has focused on the role AI plays in business communication (e.g., Brown-Devlin et al, 2022; Cardon et al, 2021; Getchell et al, 2022; Men et al, 2022). No known research in business communication has addressed generative AI (including ChatGPT) in depth.…”

Section: Literature Reviewmentioning

confidence: 99%

The Challenges and Opportunities of AI-Assisted Writing: Developing AI Literacy for the AI Age

Cardon,

Fleischmann,

Aritz

et al. 2023

Business and Professional Communication Quarterly

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Generative AI may significantly disrupt the teaching and practice of business communication. This study of 343 communication instructors revealed a collective view that AI-assisted writing will be widely adopted in the workplace and will require significant changes to instruction. Key perceived challenges include less critical thinking and authenticity in writing. Key perceived benefits include more efficiency and better idea generation in writing. Students will need to develop AI literacy—composed of application, authenticity, accountability, and agency—to succeed in the workplace. Recommendations are provided for instructors and administrators to ensure the benefits of AI-assisted writing can outweigh the challenges.

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Recorded Business Meetings and AI Algorithmic Tools: Negotiating Privacy Concerns, Psychological Safety, and Control

Cited by 21 publications

References 55 publications

Artificial intelligence and creative activities inside organizational behavior

Artificial intelligence and creative activities inside organizational behavior

Generative AI in the Workplace: Employee Perspectives of ChatGPT Benefits and Organizational Policies

The Challenges and Opportunities of AI-Assisted Writing: Developing AI Literacy for the AI Age

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