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With the rapid development and widespread application within organizations, technologies of various types are changing the workplace and significantly shaping our work and important work outcomes. To advance our understanding of the multifaceted influences of technologies on our work and work experiences, this symposium consists of five papers that investigate how the adoption, implementation, and use of different categories of technologies (incl., information and communication technology, algorithm, artificial intelligence, big data and machine learning) are changing the multiple aspects of work, work experiences and employee outcomes (incl., cognition, affect, well-being, identity, inter-unit coordination, and performance evaluation). Moreover, these studies are conducted using different research methods in diverse settings, including a quantitative work with archival data of gig workers, a diary work in the context of virtual work, an ethnography study of medical staff in a hospital, and a machine learning study in a call center. With an explicit focus on putting the worker front and center in the digital era, the papers offer insights into how workers are encountering changes triggered by the applications of different technologies in a variety of organizational contexts. Therefore, this symposium provides important managerial implications for both workers and organizations in understanding the changing nature of work in the digital workplace. Work from Home= Always on? A Diary Study on Telework, ICT Availability Demands and Employee Recovery Author: Laura Venz; Leuphana U. Lüneburg Author: Anne Wöhrmann; Leuphana U. Lüneburg Author: Dana Unger; UiT The Arctic U. of Norway Examining Feelings of Anxiety in App-Based Gig Work vs. Traditional Transportation Occupations Author: Dritjon Gruda; Nat. Uni. of Ireland Maynooth/ Catolica Porto Business School Author: James Duggan; Cork U. Business School Towards a More Valid and Fair Performance Evaluation Model by Machine Learning Author: Sima Sajjadiani; Sauder School of Business, U. of British Columbia Author: Danielle Van Jaarsveld; Sauder School of Business, U. of British Columbia Author: David Douglas Walker; U. of British Columbia Author: Gabrielle Voiseux; Sauder School of Business, U. of British Columbia The Digital Self: A Multilevel Review of Technology and Identity Author: Yaqi Gao; Guanghua School of Management, Peking U. Author: Mingyue Tang; Guanghua School of Management, Peking U. Technology as a Scapegoat: How CDSS Introduction Influences Pharmacists' Inter-Unit Coordination Author: Chencan Ye; School of management, Zhejiang U. Author: Qiongjing Hu; Zhejiang U. Author: Xiaoyun Xie; Zhejiang U. Author: Jiayi Zhu; School of management, Zhejiang U. Author: Shilin Wang; Zhejiang U., China Author: Yue Yu; Zhejiang U., China [ABSTRACT FROM AUTHOR]

Leaders are a central source of information for followers. Given the knowledge-intensive and informationally interdependent nature of the contemporary workplace, synchronizing information via downward communication is crucial for evaluating leader effectiveness. Nevertheless, previous work suggests that followers suffer from information desynchronization, a state of informational unalignment with their leaders. What types of information are uniquely possessed by leaders? Why and when leader's unique information fails to become shared in leader-follower dyad? This study investigates these key issues through a qualitative study. We conducted open-ended structured interviews with 95 middle managers from a wide range of industries. We identified three major types of information exclusive to leaders and six categories of restrictors in information synchronization. We further integrated these inductive analyses into a process model toward information desynchronization, theorizing three distinct mechanisms through downward communication along a gradient of information bandwidth (i.e., the volume of information flow): withholding, gatekeeping, and disintegration. Our findings contribute to the literature on leader downward communication and knowledge management. [ABSTRACT FROM AUTHOR]

Relying on the passion and team reflexivity literatures, we examine how team members' mean passion for innovation is indirectly related to team innovation through their reflexivity as a team and how these indirect effects are strengthened or weakened when members are homogenous in terms of their passion intensity. We predict that the two kinds of passion--harmonious passion (HP), which stems from autonomously viewing innovation as important to one's identity because of the characteristics of innovation itself, and obsessive passion (OP), which results from the internalization of innovation into one's identity due to intrapersonal or interpersonal pressure that is uncontrollable--will show different patterns given their distinct nature and influences. The results from a two-wave field study of 131 teams and a three- wave field study of 155 teams consistently supported the differential effects. Specifically, we found that mean HP had a positive indirect relationship with team innovation via team reflexivity, and this indirect effect was more positive when HP diversity was lower rather than higher. On the other hand, the indirect mean OP on team innovation via reflexivity were less negative when OP diversity was higher rather than lower. Our study has important theoretical and practical implications for understanding the effect of passion on innovation in team contexts. [ABSTRACT FROM AUTHOR]

Based on and extending the transactive memory system literature, we take a social network approach to develop a configural framework of knowledge specialization and investigate the dynamic relationships among different facets of transactive memory system (i.e., the specialization component and the integration function) and team effectiveness. We also discuss the practical implications of our theoretical framework. We aim to advance TMS theory and the broader teamwork literature by revealing the nuance in knowledge specialization patterns and by explicating the intricacies when aligning the valuable, specialized human capital with task demands through TMS processes. [ABSTRACT FROM AUTHOR]

Extending the empowering leadership literature, this study develops and tests a theoretical model positing that empowering team leaders may exert positive and negative impacts on individual team members, and also create an empowerment climate to facilitate TMS in the team so as to optimize the supportive role of team in alleviating individual negative reactions toward empowering leadership. Using multilevel, multi-source data from 343 individuals in 77 research and development teams, we found that empowering leadership simultaneously generated perceptions of role overload and opportunities for skill development among individual members, which then differentially affected their engagement and, ultimately, performance. At the team level, empowerment climate was positively related to transactive memory system, which, in turn, moderated (weakened) the negative impacts of empowering leadership on individual engagement via perceived role overload. [ABSTRACT FROM AUTHOR]