Business Horizons最新文献_第9页

A framework of diversity, equity, and inclusion safeguards for chatbots 聊天机器人的多样性、公平性和包容性保障框架

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-21 DOI: 10.1016/j.bushor.2024.03.003

引用次数: 0

Beware of botshit: How to manage the epistemic risks of generative chatbots 当心 "僵尸屎"：如何管理生成式聊天机器人的认识风险

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-20 DOI: 10.1016/j.bushor.2024.03.001

{"title":"Beware of botshit: How to manage the epistemic risks of generative chatbots","authors":"","doi":"10.1016/j.bushor.2024.03.001","DOIUrl":"10.1016/j.bushor.2024.03.001","url":null,"abstract":"<div>Advances in large language model (LLM) technology enable chatbots to generate and analyze content for our work. Generative chatbots do this work by predicting responses rather than knowing the meaning of their responses. In other words, chatbots can produce coherent-sounding but inaccurate or fabricated content, referred to as hallucinations. When humans uncritically use this untruthful content, it becomes what we call botshit. This article focuses on how to use chatbots for content generation work while mitigating the epistemic (i.e., the process of producing knowledge) risks associated with botshit. Drawing on risk management research, we introduce a typology framework that orients how chatbots can be used based on two dimensions: response veracity verifiability and response veracity importance. The framework identifies four modes of chatbot work (authenticated, autonomous, automated, and augmented) with a botshit-related risk (ignorance, miscalibration, routinization, and black boxing). We describe and illustrate each mode and offer advice to help chatbot users guard against the botshit risks that come with each mode.</div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 5","pages":"Pages 471-486"},"PeriodicalIF":5.8,"publicationDate":"2024-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141528633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Trajectories of AI technologies: Insights for managers 人工智能技术的发展轨迹：对管理者的启示

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-20 DOI: 10.1016/j.bushor.2024.03.002

引用次数: 0

Best Article Award: Business Horizons 2023 最佳文章奖：商业地平线 2023

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-08 DOI: 10.1016/j.bushor.2024.02.011

引用次数: 0

Why is progress toward diverse representation so slow? Contrasting management practices’ prevalence versus effectiveness for achieving diverse representation 为什么实现多元化代表性的进展如此缓慢？对比管理实践在实现多元化代表权方面的普遍性和有效性

IF 7.4 3区管理学

Business Horizons Pub Date : 2024-03-01 DOI: 10.1016/j.bushor.2024.02.012

Traci Sitzmann, Shoshana Schwartz

{"title":"Why is progress toward diverse representation so slow? Contrasting management practices’ prevalence versus effectiveness for achieving diverse representation","authors":"Traci Sitzmann, Shoshana Schwartz","doi":"10.1016/j.bushor.2024.02.012","DOIUrl":"https://doi.org/10.1016/j.bushor.2024.02.012","url":null,"abstract":"While a proliferation of management practices have been implemented in organizations in recent decades to create equitable and high performing workforces, there has been little to no progress toward diverse managerial representation during this timeframe. Our review contrasts the effectiveness of management practices for increasing diverse representation in management with how often these practices are utilized in organizations, centrally implicating ineffective management practices for the slow pace of change in diversifying managerial ranks. Specifically, we unveil that organizations predominantly implement ineffective and counterproductive practices that undermine managerial diversity while infrequently implementing practices that increase managerial diversity. For example, paid diversity roles (e.g., chief diversity officer), formal mentoring programs, and DEI-focused recruitment are among the most effective practices but are infrequently implemented in organizations. In contrast, diversity and harassment training and grievance procedures are frequently utilized in organizations but are negatively related to diverse representation. We also provide examples of organizations implementing multiple effective practices and making meaningful progress toward diversifying their workforces.","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"102 1","pages":""},"PeriodicalIF":7.4,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140054853","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How organizations can innovate with generative AI 企业如何利用生成式人工智能进行创新

IF 7.4 3区管理学

Business Horizons Pub Date : 2024-02-23 DOI: 10.1016/j.bushor.2024.02.010

Jonny Holmström, Noel Carroll

引用次数: 0

Surviving, not thriving: The impact of downsizing on team-based organizations 生存，而非繁荣：裁员对团队型组织的影响

IF 7.4 3区管理学

Business Horizons Pub Date : 2024-02-15 DOI: 10.1016/j.bushor.2024.02.006

Gregory K. Patton , Emily Neubert , Mitchell J. Neubert , Rebecca Rees

{"title":"Surviving, not thriving: The impact of downsizing on team-based organizations","authors":"Gregory K. Patton , Emily Neubert , Mitchell J. Neubert , Rebecca Rees","doi":"10.1016/j.bushor.2024.02.006","DOIUrl":"10.1016/j.bushor.2024.02.006","url":null,"abstract":"<div>While the negative effects of downsizing on survivors have been well documented, in the context of teams, these negative effects are less understood, even though they can potentially be magnified. In this article, we combine research findings in teams with the experiences of team members who survived a recent episode of downsizing. Our intention was to confirm the negative repercussions of downsizing both for survivors and for the organization, as well as to provide prescriptions for buffering these effects within teams. Specifically, we extend previous research by documenting the negative association of downsizing with turnover from teams and from the organization, and we explore how downsizing might disrupt or damage the relational, psychological, and productive bonds that make teams valuable to organizations. When downsizing is unavoidable, we offer leaders of team-based organizations prescriptions to consider before, during, and after downsizing. Our prescriptions are intended to contribute to restoring trust, reestablishing a safe environment, and reforming the social, productive connections that allow teams and their members to flourish.</div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 3","pages":"Pages 251-262"},"PeriodicalIF":7.4,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139888310","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Inside front cover - ed board 封面内页 - 编委

IF 7.4 3区管理学

Business Horizons Pub Date : 2024-02-15 DOI: 10.1016/S0007-6813(24)00008-9

引用次数: 0

Celebrating the work and the spirit of Tim Baldwin (Part II) 颂扬蒂姆-鲍德温的作品和精神（第二部分）

IF 7.4 3区管理学

Business Horizons Pub Date : 2024-02-06 DOI: 10.1016/j.bushor.2024.02.007

Greg Fisher

引用次数: 0

Harnessing the power of employee voice for individual and organizational effectiveness 利用员工声音的力量提高个人和组织的效率

IF 7.4 3区管理学