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This Panel Symposium seeks to present a multidisciplinary analysis of how incorporating AI technology for employee management can be used to create employee engagement. It gathers experts from a diverse set of scholarly backgrounds to engage in a discussion on the use of different forms of AI technology, particularly algorithmic technology, in organizational strategy. Algorithmic technology refers to an example of AI technology where learning algorithms use new technologies, such as mobile apps and sensory devices, to assist the management in data analysis and in coordinating and organizing work. For this panel, we aim to explore (1) how should organizations approach the use of algorithmic technology, (2) how does the use of such technology affect management's role in employee management, and (3) how can we use algorithmic technology to foster employee engagement to shape employee decision making and behavior? The proposed symposium recognizes that the management of algorithmic technology is a multidisciplinary issue and seeks to explore this issue by drawing on scholarly expertise from various disciplines. The panel discussion will advance scholarly understanding of the role of worker motivation and technology implementation in innovation and growth in a variety of fields, such as technology and innovation management, entrepreneurship, and organizational behavior. [ABSTRACT FROM AUTHOR]

Research on helping behavior in the workplace (organizational citizenship behavior; OCB) typically takes a view steeped heavily in individual-level psychology (e.g., organization- and job-related attitudes predict helping) or relational factors (e.g., relationships with others predicts helping). We bring these perspectives together and test the direct relationships between the (1) quality of an employee's social exchange relationship with the organization (SER); (2) the relationships between advice and friendship ties and OCB; and (3) the moderating effects of social network variables on the relationship between social exchange relationship quality and OCB. Although we do not find the expected direct relationship between SER and OCB, we do find that there is a direct relationship between advice network in-degree centrality (the number of advice ties an employee has, as reported by others) and OCB, as well as a significant interaction between SER and out-degree friendship centrality (the number of friends that an employee reports that they have). Our research offers a more nuanced perspective on social exchange that considers both individual-level psychological principles and relational factors, rather than just one or the other, and teases out important differences between friendship and advice ties in predicting citizenship behavior. [ABSTRACT FROM AUTHOR]

A longitudinal field study of 11 on-campus food pantries and their founders allowed us to investigate what we label the "Prosocial Action Matrix" that interconnects the various forms of prosocial action that coalesce around an emerging social issue--in this case, student food insecurity. We discovered that the connection between the social movements that shape who founders are outside of work and who they seek to be through their prosocial venturing is strongly shaped by the nature of the broader role through which they are attached to a university bureaucracy. This has powerful implications for how founders enact the social issue, for continued activism as founders, and for how their strategies envision the social identities of beneficiaries and the social construction of stigma. The theory and process model we develop broaden and enrich Founder Identity Theory and provide a platform for research that better comprehends how various overlapping forms of organizing importantly shape the context of prosocial venturing. [ABSTRACT FROM AUTHOR]

Are employees more likely to identify with their organization and engage in helping behaviors on its behalf if the coworkers who make up their social networks identify strongly and help the organization? Despite origins in social psychological research, prior studies of the antecedents of organizational identification have focused primarily on individual-level psychological and perceptual factors. This has limited our understanding of how OI forms and how it relates to the attitudes and behaviors it shapes. We reconceptualize organizational identification as a social phenomenon influenced by structural (similarity with respect to structural position) and relational (advice and friendship ties) dimensions of social networks. This allows us to theorize two distinct social influence paths through which OI affects organizational citizenship behavior: a direct path whereby social information processing and social learning affect OCB, and an indirect path in which social influence affects OCB through its effect on OI. We conducted a social network study of employees in a construction company. The theory we develop departs from most prior work in arguing that OI is neither a matter of individual perceptions generated in isolation, nor a simple function of the number of ties that an employee has, but that it is in important ways instead an outcome of relations and interactions with co-workers, as reflected in the social structure of the employing organization. Our arguments thereby relocate a primary source of organizational identification from perceptual to structural and relational factors. We discuss important implications for both theory and practice. [ABSTRACT FROM AUTHOR]

Organizational identification (OI) ' an individual's sense of 'oneness' with or belongingness to a group or organization ' is important because it is the basis for attitudes and behaviors that benefit the organization. Despite origins in social psychological research, prior studies of OI antecedents have focused primarily on individual-level psychological and perceptual factors. This has limited our understanding of how OI forms and how it relates to the attitudes and behaviors it shapes. We reconceptualize organizational identification as a social phenomenon influenced by structural (similarity with respect to structural position) and relational (advice and friendship ties) dimensions of social networks. This allows us to theorize two distinct social influence paths through which OI affects organizational citizenship behavior: a direct path whereby social information processing and social learning directly affect OCB, and an indirect path in which social influence affects OCB through its effect on OI. We conducted a social network study of employees in a construction company. Our results provide strong support for our arguments and evidence for the value of a structural relational lens on organizational identification and its influence on organizational citizenship behavior. We discuss important implications for both theory and practice. [ABSTRACT FROM AUTHOR]

Recent nationalist trends, coupled with the renaissance of protectionist industrial policies, have heightened the importance for foreign firms to examine closely how they might attenuate such sources of host government political risk as part of their deliberate supply chain and operations management (SC/OM) strategy. Using a rigorous, grounded theory approach with a multiple-case field study of western firms in China, we induct whether a host country policies toward foreign entities (hereafter, host national strategy) influence foreign firms' strategic choices relative to their supply chain partner engagement. Our theoretical process model identifies variation in how foreign firms perceive, interpret, and respond to Chinese host national strategy. Thereby, our study extends the legitimacy-based view of political risk by highlighting when and how foreign firms vary in their operational approaches to gain legitimacy with the host country and how their perceptions shapes their engagement with strategic supply chain partners to manage political risk. Furthermore, we delineate potential benefits of these engagement initiatives for the host country's economic and social development, and for the firm, the potential, long-run, downside effects. Our exploratory work establishes a critical foundation for future research to explore many challenges and opportunities of political risk at the SC/OM-strategic management interface. [ABSTRACT FROM AUTHOR]

We draw on social influence in organizations (social learning, social comparison, and social information processing) to argue that employees will report similar levels of emotional exhaustion to those of workflow, friendship and advice ties as well as structural equivalents (employees who are connected to a similar set of coworkers). We tested our hypotheses among 91 employees working for a construction company in the United States. Employees had similar levels of emotional exhaustion to coworkers with whom they had workflow ties, advice ties, and structurally equivalent network positions. In-degree (but not out-degree) friendship ties were significantly related to similarity in emotional exhaustion. Our work (1) demonstrates that network ties and structural position are important to emotional exhaustion; (2) shows that the content of ties matters to emotional similarity; and (3) is able to consider the direction of influence because it considers both self (out-degree) and other (in-degree) reported ties. [ABSTRACT FROM AUTHOR]

Entrepreneurial identity – that is, "an individual's thoughts, feelings, and beliefs about oneself in the founder role" (Hoang & Gimeno, 2010: 42) has been found to play an important role in how entrepreneurs think and act as they prepare to launch, and then run, their organizations (e.g., Cardon, Wincent, Singh & Drnovsek, 2009; Shepherd & Haynie, 2009; Fauchart & Gruber, 2011; Navis & Glynn, 2011; Powell & Baker, 2014). Despite recognizing entrepreneurial identity as something central to the behaviors entrepreneurs engage in, to date, scholars have paid limited attention to it – particularly in terms of what it entails (i.e., its "content") and how people may develop it (i.e., the "process" they may follow to build it). Thus, in this symposium, we seek to gain a closer understanding of the content, formation, as well as individual repercussions of entrepreneurial identity. We believe that such an understanding has the potential to shed new light not only on the new venture creation process, including founders' motivations, and how entrepreneurs deal with resource constraints, but also on unexplored influences and mechanisms of identity construction. The symposium encompasses four paper presentations, remarks by a discussant, as well as time for questions and engagement with attendees. [ABSTRACT FROM AUTHOR]

We conducted a longitudinal inductive field study of eight cross-sector partnerships attempting to address fundamental social and environmental challenges in post-Apartheid South Africa. The process model and grounded theory we build extend prior work at the intersection of entrepreneurship and cross sector partnerships, a practically and theoretically important organization form. We demonstrate that consideration of deeply-seated material interests is an important complement to prior work on cognitive conflict in hybrid ventures by showing how the process through which founders enact these conflicts have profound consequences for whether partnerships emerge as functional or dysfunctional. Overall, we contribute to an emerging theoretical platform for investigating the possibilities of responding to the world's cries for repair through entrepreneurship. [ABSTRACT FROM AUTHOR]

Prior theory indicates that resource slack is a primary determinant of firms' strategic responses to adversity and leads to predictions that resource constraints narrow the range of expected behaviors towards patterns consistent with threat-rigidity. We use a longitudinal field study of 13 resource-constrained textile and apparel firms that varied dramatically in their strategic responses to objectively similar adverse environments to examine why and how these variations occurred. We discover that when facing adversity, resource-constrained entrepreneurs use their firms in large part as vehicles to create and defend valued identities. Drawing on social psychological theories of identity, we develop grounded theory and a process model that explain why and how differences in entrepreneurial identity - defined as the set of identities enduringly salient to entrepreneurs in running their firms - drive patterned differences in their firms' strategic responses to prolonged adversity. Our results represent a major step forward in theoretical understanding of how the resource-constrained entrepreneurial firms that constitute the majority of all businesses make sense of adversity, and also substantially improve our understanding of the nature and importance of entrepreneurial identity. [ABSTRACT FROM AUTHOR]