The Influence of Psychological Safety and Personality on Technology Acceptance of Team-Based Technology in Global Virtual Teams

Cardon, Peter W.; Fleischmann, Carolin; Aritz, Jolanta; Ma, Haibing; Springer, Ann D.; Springer, Scott

doi:10.24251/hicss.2022.076

Cited by 6 publications

(2 citation statements)

References 33 publications

(63 reference statements)

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“…Psychological safety has received widespread attention because it has been found to be one of the top predictors of team performance (P. Cardon et al, 2022;Newman et al, 2017). The concept has become even more relevant during the Covid-19 pandemic when all teams transitioned to collaborate virtually and emotional states of team members shifted as a result of a global health crisis (Lee, 2021).…”

Section: Psychological Safety In Gvtmentioning

confidence: 99%

Introduction to the Minitrack on Collaboration with Intelligent Systems: Machines as Teammates

Elson,

Derrick,

Seeber

et al. 2024

Proceedings of the Annual Hawaii International Conference on System Sciences

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Psychological safety, the feeling of being comfortable to express one's ideas or opinions in teams, is a key determinant of successful global virtual teams. Even though there exists considerable knowledge about its antecedents, it is unknown how team-based (e.g., clarification of deliverables and deadlines) and technology-based (e.g., digital reminder nudges/ DRN) interventions foster psychological safety given cultural variations of team members. Based on a survey involving 148 participants, our data shows that both team-based interventions (TBI) and digital nudges foster psychological safety in global virtual teams. TBI are even more effective for high-context, indirect communicators than for low-context, direct communicators. However, digital nudges were equally effective across cultures for building psychological safety. These findings contribute to the literature on psychological safety as we show that not all antecedents hold equally across cultures and to the literature of digital nudges as we show the effectiveness of technology-based interventions in a team context.

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Section: Psychological Safety In Gvtmentioning

confidence: 99%

Introduction to the Minitrack on Collaboration with Intelligent Systems: Machines as Teammates

Elson,

Derrick,

Seeber

et al. 2024

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…When adoption occurs based on group decision making, other factors may be involved, including antecedents to UTAUT variables (Bagozzi et al, 2007;Brown et al, 2010). Several studies have specifically focused on antecedents to PE and EE (Cardon et al, 2022;Karahanna et al, 1999;Venkatesh, 2000;Venkatesh & Davis, 2000). Brown et al (2010) theorized that in the case of collaborative technologies, such as smart meeting tools, individual and group characteristics that include familiarity with others and collaboration technology experience would influence PE and EE.…”

Section: Technology Acceptance Of Team-based Toolsmentioning

confidence: 99%

Acceptance of AI-Based Meeting Tools: Psychological Safety as a Foundation for Smart Collaboration

Cardon,

Fleischmann,

Carradini

et al. 2023

Preprint

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Smart (AI-based) meeting tools are increasingly available for professionals to use during and after online meetings. The technological affordances of these tools hold promise for better team communication and collaboration. This study emerged from a simple premise: psychological safety influences key factors in technology acceptance, including performance expectancy and effort expectancy. Three surveys involving 509 frequent users of online work meetings were conducted to explore attitudes toward three forms of meeting tools: captions, recorded meetings, and AI meeting assistants. Results showed that psychological safety influences performance expectancy and effort expectancy. The study concludes with recommendations for future research and practice in terms of the fundamental importance of psychological safety for smart collaboration.

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Teleworking antecedents: an exploration into availability bias as an impediment

Godefroid,

Borghoff,

Plattfaut

et al. 2024

Inf Syst E-Bus Manage

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Telework technologies have been known since the 1970s, yet their adoption levels remained low until Covid-19-related lockdowns and curfews. The known rational and non-rational technology acceptance theory and biases cannot fully explain this effect. One of the possible answers to fill this gap could be availability bias which has probably also affected the lag in adopting other technologies. To examine this phenomenon, we conducted a qualitative study with 22 interviews with individuals from different organizational backgrounds and telework adoption levels. Following a combination of inductive and deductive coding, we identified three key aspects of availability bias: intention, cognitive visibility, and cognitive transfer. The findings also allowed us to delineate this bias further from other biases, e.g., the status quo bias, and classical technology acceptance models, e.g., UTAUT. Thereby, this study examines a bias so far only very limitedly researched in the information systems and extends technology acceptance and cognitive bias literature. The findings should also enable practitioners to question their way of working and technology use more thoroughly.

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The Influence of Psychological Safety and Personality on Technology Acceptance of Team-Based Technology in Global Virtual Teams

Cited by 6 publications

References 33 publications

Introduction to the Minitrack on Collaboration with Intelligent Systems: Machines as Teammates

Introduction to the Minitrack on Collaboration with Intelligent Systems: Machines as Teammates

Acceptance of AI-Based Meeting Tools: Psychological Safety as a Foundation for Smart Collaboration

Teleworking antecedents: an exploration into availability bias as an impediment

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