The present research aims to highlight the underlying factors that drive students’ adoption of the ChatGPT chatbot in higher education. This study extends the meta-UTAUT framework by including additional exogenous factors of anthropomorphism, trust, design novelty, and institutional policy. Empirical examination with Structural Equation Modelling among 355 students in Dutch higher education institutions revealed attitude and behavioural intention as significant positive predictors of students’ ChatGPT use behaviour. Institutional policy negatively moderated the effect of behavioural intention on use behaviour. Behavioural intention was significantly and positively influenced by attitude, performance expectancy, social influence, and facilitating conditions. Anthropomorphism, design novelty, trust, performance expectancy, and effort expectancy were unveiled as significant positive antecedents of attitude. The central theoretical contributions of this research include investigating students’ use behaviour instead of behavioural intention, establishing attitude as a core construct, underlining additional antecedents of attitude, and highlighting the importance of institutional policy. The present study contributes to prior research on technology adoption, especially in the area of artificial intelligence in education. The findings yield valuable insights for chatbot designers, product managers, and higher education policy writers.

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Extensive attention in organizational research has been dedicated to workplace bullying, primarily focusing on its frequency and impact on both the victim and the bully, emphasizing interpersonal dynamics. This study extends current research by shifting the focus to the organizational level, examining the relationship between organizational culture and affective commitment, mediated by workplace bullying. Utilizing data from two surveys (N = 650 in 2012 and N = 553 in 2017), the study reveals that dimensions of organizational culture, such as assertiveness, performance orientation, and ingroup collectivism significantly influence work-related workplace bullying. Performance orientation and assertiveness are positively associated with increased bullying, whereas ingroup collectivism serves as a deterrent. In turn, work-related bullying negatively impacts affective commitment, while a culture characterized by high ingroup collectivism not only links negatively with bullying but also links positively with affective commitment. This work is one of the first studies to investigate the interplay among several dimensions of organizational culture, workplace bullying, and affective commitment, underscoring the importance of supportive organizational cultures in fostering healthy work environments.@en

While the rise of artificial intelligence (AI) tools holds promise for delivering benefits, it is important to acknowledge the associated risks of their deployment. In this article, we conduct a focused literature review to address two central research inquiries concerning ChatGPT and similar AI tools. Firstly, we examine the potential pitfalls linked with the development and implementation of ChatGPT across the individual, organizational, and societal levels. Secondly, we explore the role of a multi-stakeholder responsible research and innovation framework in guiding chatbots’ sustainable development and utilization. Drawing inspiration from responsible research and innovation and stakeholder theory principles, we underscore the necessity of comprehensive ethical guidelines to navigate the design, inception, and utilization of emerging AI innovations. The findings of the focused review shed light on the potential perils of ChatGPT implementation across various societal levels, including issues such as devaluation of relationships, unemployment, privacy concerns, bias, misinformation, and digital inequities. Furthermore, the proposed multi-stakeholder Responsible Research and Innovation framework can empower AI stakeholders to proactively anticipate and deliberate upon AI’s ethical, social, and environmental implications, thus substantially contributing to the pursuit of responsible AI implementation.

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Purpose: Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country. Design/methodology/approach: Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants. Findings: We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure. Originality/value: To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

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Previously, scholars have studied the need for implementing different human resource (HR) configurations that foster aging employees' outcomes, but there is a lack of evidence at the group level. Using the framework of Social Exchange Theory, coupled with the Selection, Optimization, and Compensation theory, we examine associations between bundles of HR practices, age (measured both as calendar age and proportion of an aging workforce), and performance, at both the individual and group levels. First, the outcomes of our multi-level analysis show that bundles of maintenance-enhancing HR practices are positively related to performance at both levels, whereas bundles of growth-enhancing HR practices associate with performance only at the group level. Second, age relates positively to performance, both at the individual and group levels. At the group level, there is an inverted U-shaped relationship between the proportion of an aging workforce and group performance, such that a group's performance benefits from the participation of older employees up to a maximum proportion of 56%. Finally, age negatively moderates the association between growth-enhancing HR bundles and performance at both the individual and group levels. Results highlight the value of older employees for working organizations, and the importance of adopting HR practices that consider maintenance and growth-related needs across the life-span, while also providing useful theoretical and practical implications for Human Resource Development scholars and professionals.@en

Even though effects of High Performance Work Systems (HPWS) on employee performance have been widely investigated, there is no consensus on how this link is achieved. Drawing on Social Exchange Theory (SET), this paper attempts to shed more light in this relationship by investigating the mediating role of affective, normative, and continuance commitment in the relationship between HPWS and employee performance. Moreover, the potential moderating role of employee tenure on the HPWS—organizational commitment link is examined. Using data from 342 subordinates and 115 supervisors from 111 service organizations in Greece, our multilevel analysis shows that affective commitment fully mediates the relationship between HPWS and employee performance. In addition, employee tenure positively moderates the relationships between HPWS and affective and normative commitment. The paper discusses theoretical implications and provides recommendations for practitioners.@en

High performance work systems (HPWS) have been shown to associate with performance at diverse levels. In this article, we study the effects of employee age on the relationship between HPWS and employee performance. We use a role-based measurement of employee performance, which introduces five roles that an employee can hold within an organization, namely the roles of Job holder, Career seeker, Innovator, Team member, and Organization member. Integrating social exchange theory with lifespan theories (i.e., future time perspective and socio-emotional selectivity theory), we propose that HPWS have different associations with job roles for older employees. Using 342 pairs of supervisors and their subordinates, that are nested in 111 service organizations, multilevel analyses show that HPWS positively associate with employee performance in the Organization member role. Moreover, the relationships between HPWS and performance in the Job holder and the Career seeker roles are weaker for older than for younger employees. The results are discussed in the light of the challenges they pose for the management of an aging workforce.@en

Purpose: Staffing is a tool that employers use to decrease information asymmetry when hiring employees. However, how staffing effectiveness evolves according to employee demographic characteristics has not been thoroughly elucidated to date. The purpose of this paper is to develop and test a model linking staffing practices, age and employee performance. Design/methodology/approach: Using a stratified sample of 1,254 employees, the authors hypothesize: the main effects of staffing practices on employee performance, the main effects of age on employee performance and the moderating effects of age on the relationship between staffing practices and employee performance. Findings: The results show significant positive effects of staffing and age on employee performance and a negative moderating effect of age on the abovementioned relationship. Practical implications: The organizations are urged to invest in recruitment and selection practices and implement focused practices that appeal to an aging workforce. Originality/value: The paper is the first to explore the topic of aging workforce and the efficiency of staffing practices on employee performance in the context of the Greek labor force. The authors discuss the results, theoretical contributions, practical implications and future research directions in light of the challenge of managing an aging workforce.

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