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Although FinTechs and incumbents are applying artificial intelligence (AI) differently, they both expect that the status-quo will likely be maintained through collaboration rather than competition. Both perceive BigTechs as a strategic threat given their AI capabilities and their entrance into financial services. Incumbents are experimenting with more different kinds of AI than FinTechs: FinTechs use the technologies for new products and services while incumbents are using them for incremental innovations to existing products and services. The incumbents expect that adopting AI will lead to a loss in jobs of 9% over the next 10 years and, because these companies represent a large percentage of the workforce (median company size surveyed has more than 10,000 employees), this loss in jobs cannot be compensated by the 19% increase in jobs provided by existing FinTechs (median company size surveyed has less than 50 employees). AI can reduce and increase risk, and most incumbents and FinTechs agree that there will be no effect on risk at the organizational level but that there will be an increase in risk at the societal level. While both FinTechs and incumbents agree on the relative importance of legal and human hurdles and consider the biggest hurdle is related to data and regulations concerning data, FinTechs perceive these hurdles to be greater than do incumbents.

65This research explores the influence of five ethical frameworks on business students' decision regarding the resolution of an ethical dilemma in a simulation. The frameworks of ethical tests are: Utilitarianism (the greatest goodfor the greatest number); Self-Interest (maximizing the benefits to the individual); Categorical Imperative (universal principles ofmorality); Legality (rules, laws, etc.); and Light of Day (possibility of one's actions being discovered). Results showed that the strongest influences were the Categorical Imperative, Self-Interest, and Legality. Among demographic variables, only age was related to the students' decision or the ethical tests.

Recent studies have demonstrated that leaders' behavior can affect the task and role-perceptions of subordinates. This study extends prior research by demonstrating multivariate relationships between sets of leaders' behaviors and subordinates' task or role-perceptions. Canonical analysis was used to test for set relationships and to protect against inflation of alpha error. Multiple regression was then used to decompose the canonical relationships into more interpretable data. For this heterogeneous sample of rank and file employees, leaders' participation was significantly related to subordinate perceptions of task scope. The effect of participation on task scope seems to be through provision of feedback and autonomy. Contrary to previous findings, participation was not significantly related to role conflict and ambiguity after controlling for the effects of leaders' consideration and initiating structure. Consideration and structuring behavior were negatively related to role stress. It is concluded that a cluster of leaders' behaviors may be useful in the work setting and that different leaders' behaviors might be employed to alter subordinates' task and role perceptions. The functions of leaders' participation in goal-setting approaches to motivation is also discussed.

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