Some experimental evidence regarding collusion

The authors are indebted to James M. Walker for helpful comments on this and a related study. We have also benefited from conversations with Jay Stewart, Margaret Ray, and Marjorie Baldwin. We gratefully acknowledge financial support from Indiana University, South Bend, and Indiana University, Bloomington (Office of Research and Graduate Development). We also wish to express our gratitude to the subjects from Indiana University, Bloomington, and the University of Notre Dame who willingly participated in the experiments and interviews.     

Artificial intelligence and the future of work: Human-AI symbiosis in organizational decision making

Artificial intelligence (AI) has penetrated many organizational processes, resulting in a growing fear that smart machines will soon replace many humans in decision making. To provide a more proactive and pragmatic perspective, this article highlights the complementarity of humans and AI and examines how each can bring their own strength in organizational decision-making processes typically characterized by uncertainty, complexity, and equivocality. With a greater computational information processing capacity and an analytical approach, AI can extend humans’ cognition when addressing complexity, whereas humans can still offer a more holistic, intuitive approach in dealing with uncertainty and equivocality in organizational decision making. This premise mirrors the idea of intelligence augmentation, which states that AI systems should be designed with the intention of augmenting, not replacing, human contributions.     

The Effect of Perceived Corporate Social Responsibility and Sustainable Human Resources on Employee Engagement with the Moderating Role of the Employer Brand

Employee Responsibilities and Rights Journal - Employee Engagement (EE) is an important aspect of human resources management, which is instrumental in the financial success of an organization....