Investigating the double-edged sword effect of AI awareness on employee's service innovative behavior

Can digitalization improve enterprise sustainability?–Evidence from the resilience perspective of Chinese firms

“…Through theoretical analysis, we explain that the essence of digitalization is the application of enterprise digital technology. The double-edged sword effect of digital technology has been discussed in the literature [ [65] , [66] , [67] ]. We believe that the positive impact is the main aspect of enterprise digitalization, but the negative impact cannot be ignored.…”

The Association between Artificial Intelligence Awareness and Employee Depression: The Mediating Role of Emotional Exhaustion and the Moderating Role of Perceived Organizational Support

“…It mainly includes four aspects. First, AI awareness has a positive impact on employees’ psychological state, such as improving employees’ internal work motivation [ 8 ]. Second, AI awareness has a negative impact on employees’ psychological state, such as enhancing employees’ job insecurity [ 9 , 10 ], causing employee job burnout [ 11 ] and depression [ 7 ], reducing the career competency of employees [ 11 ], and negatively affecting employees’ organizational identity and career satisfaction [ 7 , 11 ].…”

“…Second, AI awareness has a negative impact on employees’ psychological state, such as enhancing employees’ job insecurity [ 9 , 10 ], causing employee job burnout [ 11 ] and depression [ 7 ], reducing the career competency of employees [ 11 ], and negatively affecting employees’ organizational identity and career satisfaction [ 7 , 11 ]. Third, AI awareness has a positive impact on employee behavior, such as improving employees’ innovative behavior [ 8 , 12 , 13 ], promoting employees’ career exploration behavior [ 14 ], positively affecting employees’ work engagement [ 15 ], and encouraging active learning and task crafting [ 13 ]. Fourth, AI awareness has a negative impact on employee behavior, for example, increasing employees’ cynicism and turnover intention [ 1 , 6 ] and promoting employees’ knowledge hiding [ 16 ].…”

How does perceived respect affect innovative behavior? The role of thriving at work and spiritual leadership

“…They are more willing to work harder and pay more attention to their long-term development, showing more positive working behavior and seeking higher targets (e.g., generating new ideas, acquiring new skills, and turning those ideas into reality) ( Vinarski-Peretz et al, 2011 ; Abid et al, 2018 ) than those employees who do not feel respected. Research on the antecedents of individual innovation has mostly focused on perspectives such as ( Baer, 2010 ; Liang et al, 2022 ), problem-solving competencies ( Gu et al, 2015 ), and organizational culture and supportive investment ( Lin, 2011 ). The intrinsic driving effect of positive emotions in promoting employees’ innovative behavior and the strong demand of innovation for positive emotions has not received much attention.…”

“…Internal emotional factors have a stronger and more lasting effect than external factors on promoting the new generation of employees’ inherent initiative to conduct positive behavior for the organization ( Zhou et al, 2014 ), which is the basic driving force of employees’ innovative behavior ( Bani-Melhem et al, 2018 ). Most research on the antecedents of employees’ innovative behavior has focused on factors at the individual level such as employees’ personality ( Baer, 2010 ; Anderson et al, 2014 ; Gu et al, 2015 ; Liang et al, 2022 ) and external motivation factors such as organizational culture and supportive investment ( Lin, 2011 ; Swart et al, 2014 ; Tan et al, 2021 ; Mustafa et al, 2022 ), while the influence of positive emotions on employees’ innovative behavior and the mechanism of this influence remain unaddressed. This study aims to fill this gap by exploring the internal mechanism explaining the impact of perceived respect on innovative behavior.…”