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PurposeThe primary purpose of this paper is to examine how generative Artificial Intelligence (AI) such as ChatGPT may serve as a new context for management theories and concepts.Design/methodology/approachThe paper presents the analyses of selected management theories on decision-making, knowledge management, customer service, human resource management and administrative tasks and explains what may change after generative AI adoption.FindingsThe paper indicates that some management theories and concepts need to be studied in the generative AI environment that may influence managerial work at the strategic, functional and administrative levels.Research limitations/implicationsThis paper is an opinion piece article and does not refer to empirical data. It formulates some conclusions to further empirical research studies.Originality/valueThe paper analyzes selected management theories in a new technological setting. The paper also provides information about the functions of generative AI that are useful in understanding and overcoming how new technology may change organizations and management.

This paper builds a research model with four constructs, i.e., competencies, knowledge-oriented leadership, innovation, and performance within manufacturing companies to find out, through path mode...

The main purpose of this study is to explore the influences of factors on using SNSs that arise from the basic need of belonging to emotional disclosure then the intention to make connections to ot...

The purpose of this study was to explore and compare women’s perceptions of Information and Communication Technologies (ICTs), empowerment, and success among respondents in eight countries. The res...

The purpose of this paper was to first examine the reliability, validity, and strength of a unified model for information security policy compliance that includes eight constructs explaining inform...

The purpose of this study was to find out which one of the four selected predictor variables, i.e., leadership, trusting beliefs, role values, and information security policy awareness are ...

Purpose The purpose of this paper is to build an awareness-centered information security policy (ISP) compliance model, asserting that awareness is the key to ISP compliance and that awareness depends upon several variables that influence successful ISP compliance. Design/methodology/approach The authors built a model with seven constructs, i.e., leadership, trusting beliefs, information security issues awareness (ISIA), ISP awareness, understanding resource vulnerability, self-efficacy (SE) and intention to comply. Seven hypotheses were stated. A sample of 285 non-management employees was used from various organizations in the USA. The authors used path modeling to analyze the data. Findings The findings indicated that IS awareness depends on effective organizational leadership and elevated employees’ trusting beliefs. The understanding of resource vulnerability (URV) and SE are influenced by IS awareness resulting from effective leadership and elevated employees’ trusting beliefs which guide employees to comply with ISP requirements. Practical implications Practical implications were aimed at organizations embracing an awareness-centered information security compliance program to secure organizations’ assets against threats by implementing various security education and training awareness programs. Originality/value This paper asserts that awareness is central to ISP compliance. Leadership and trusting beliefs variables play significant roles in the information security awareness which in turn positively affect employees’ URV and SE variables leading employees to comply with the ISP requirements.

Purpose In the business and data analytics community, intuition has not been discussed widely in terms of its application to executive decision-making. However, the purpose of this paper is to focus on new global research that combines intuition, trust and analytics in terms of how well C-level executives trust their intuition. Design/methodology/approach Our Fulbright research, as described in this paper and performed by colleagues from the United States, Canada, Poland and Italy, examines executives’ as well as other less experienced employees’ preferences for different types of intuition versus data analysis. This study set out to better understand the degree to which executives prefer intuition versus analysis and the relationship between these approaches to decision-making. Our research combines elements of a review, a cross-cultural/cross-company survey study and a biometrics study in interoception. The research team has a multidisciplinary background in business, information technology, strategy, trust management, statistics and neuroscience. Findings Based on our research, the main findings are as follows. The use of and preference for intuition types change as employees gain more experience. However, there may be intuition styles that are more static and trait-like, which are linked to roles, differentiating managers from leaders. Using “inferential intuition” and “seeing the big picture” go hand in hand. Listening to your body signals can promote improved intuition. Cross-cultural differences may impact executive decision-making. Executives often prefer to use their intuition over analysis/analytics. Research limitations/implications This research could be expanded to have a larger sample size of C-level executives. We had 172 responses with 65% C-level executives and 12% directors. However, a recent survey by the Economist Intelligence Unit on intuition used by executives had a sample of 174 executives around the world, which is comparable with our sample size. Practical implications From our research, executives should continue to apply their experiential learning through intuition to complement their use of data in making strategic decisions. We have often discounted the use of intuition in executive decision-making, but our research highlights the importance of making it a critical part of the executive decision-making process. Originality/value Based on the results of our survey and biometrics research, executives apply their intuition to gain greater confidence in their decision-making. Listening to their body signals can also improve their intuitive executive awareness. This complements their use of data and analytics when making executive decisions.

Knowledge management (KM) has been an evolving field over the past 35 years. We have seen the field emerge from developing the institutional memory of the organization to increasing innovation to building more internal and external effectiveness. The Library and Information Science (LIS) community has had a great role to play in KM, and as we reflect on the progress of KM over the years, we can learn from our past and project towards the future. The aim of the paper is to present the overview: what is the history, what is the situation now and what is the future of knowledge management in the next five years.