How employees' AI use contributes to digital-enabled innovative performance

Human–AI Collaboration and Innovative Work Behavior: Examining the Mediating Role of Job Satisfaction

The findings of this study could help bank executives, human resource managers, and policymakers understand the importance of human-focused implementation of AI, ongoing AI skill-building, and favorable organizational practices that boost employee satisfaction and innovation.

From Appraisal to Action: The Associations Between Frontline Employees’ Challenge and Hindrance Appraisals of AI-Related Work Uncertainty and Service Innovation

The widespread application of artificial intelligence (AI) in electronic commerce platforms has profoundly reshaped frontline employees’ service patterns, psychological experiences, and innovation behaviors. This is especially salient in electronic commerce, where AI systems have made human–AI collaboration a defining feature of frontline service work on digital platforms. Existing research has predominantly focused on either the positive or negative effects of AI, failing to fully explain how employees’ cognitive appraisals of AI technology influence their service innovation behavior through distinct psychological pathways. To address this research gap, this study integrates the transactional theory of stress and the conservation of resources theory into a dual-path model, investigating how challenge appraisal and hindrance appraisal of AI-related work uncertainty respectively are associated with service innovation behavior through two mediating pathways: work engagement and emotional exhaustion. Using partial least squares structural equation modeling (PLS-SEM) to analyze 317 valid responses collected from frontline employees on electronic commerce platforms in China, the results indicate that challenge appraisal is positively associated with service innovation behavior, with work engagement serving as a significant mediator; conversely, hindrance appraisal is negatively associated with service innovation behavior, with emotional exhaustion acting as a significant mediator. This study provides an integrated perspective on the differentiated pathways through which employees’ cognitive appraisals of AI-related work uncertainty are linked to innovation behavior, articulating a complete explanatory chain from cognitive appraisal to psychological resources to behavioral outcomes. The findings offer practical implications for employees, organizations, and governments to foster service innovation in human–AI collaborative environments in electronic commerce platforms.

Remote collaboration of employees reframed with the lens of AI efficiency, trust and ethical visions

This study provides a novel integration of UTAUT2 with collaboration frameworks, emphasizing the theoretical link between AI adoption, trust, risk and collaboration levels, and contributes to collaboration theory by empirically showing how trust enables, and risk constrains, effective collaborative engagement in remote work.

Human–AI Collaboration and Digital Competency: Examining Their Roles in Shaping Employee Creativity and Job Performance in Indonesia's Technology Sector

The rapid development of Artificial Intelligence (AI) has transformed the nature of work by creating new forms of interaction between humans and intelligent systems. In the technology sector, human–AI collaboration and digital competence have become important capabilities that influence employees’ ability to innovate and achieve superior work outcomes. This study aims to examine the role of human–AI collaboration and digital competence in shaping employee creativity and work performance in the Indonesian technology sector. This research employed a quantitative approach using a survey method involving 130 employees from technology-related organizations in Indonesia. Data were collected through a structured questionnaire using a five-point Likert scale and analyzed using Structural Equation Modeling–Partial Least Square (SEM-PLS) with SmartPLS 3. The results indicate that human–AI collaboration has a positive and significant effect on employee creativity and work performance. Digital competence also significantly influences employee creativity and work performance. Furthermore, employee creativity demonstrates the strongest influence on work performance. These findings highlight that AI adoption alone is insufficient to improve organizational outcomes; instead, the effectiveness of AI-driven transformation depends on employees’ digital capabilities and their ability to collaborate creatively with intelligent technologies. This study contributes to the literature on digital transformation by providing empirical evidence regarding the interaction between technological capabilities and human resources in improving workplace performance.

AI collaboration and quality of work life: a dual perspective of hotel employees’ perceptions

The growing prevalence of artificial intelligence (AI) integration in hotel services underscores the urgency of promptly analyzing hotel employees’ appraisals on AI collaboration. Drawing from the cognitive appraisal theory (CAT), we developed a dual-path model linking employee-AI collaboration with hotel employees’ quality of work life. This study aims to investigate the positive and negative evaluations of AI collaboration and the boundary role of employees’ perceived AI characteristics within this model. Four studies – a pilot study (n = 101), a scenario experience (n = 265), a three-wave survey (n = 270) and a qualitative interview (n = 15) – were conducted to validate the theoretical model. The results showed that psychological availability and expectation-disconfirmation mediated the relationship between employee-AI collaboration and quality of work life, respectively, along with emotional exhaustion. Perceived intelligence helps increase hotel employees’ psychological availability and decreases their expectation disconfirmation. This research reveals the double-edged sword effect of AI collaboration on individuals’ cognitive appraisals, deepening the understanding of AI-driven work processes in the hospitality industry. It calls upon managers to establish detection and intervention mechanisms, attend to AI’s limitations and provide resource support for employees. This study provides theoretical insights into the employee evaluation process behind AI collaboration in the hotel industry and offers practical guidance for promoting harmonious human-AI interactions in hotel workplaces.

Perceived workplace digitalization and employees’ feedback-seeking from artificial intelligence: the roles of digital self-efficacy and problem-solving demands