Research graph
References from The Hybrid Intelligence Configuration Matrix: A conceptual framework for designing human–AI configurations in organizational decision-making. Local targets link to admitted publications; unresolved targets remain external evidence.
Proposal for a regulation of the European Parliament and the Council laying down harmonised rules on Artificial Intelligence (Artificial Intelligence Act) and amending certain Union legislative acts
2021 · External reference
The role of artificial intelligence in enhancing design innovation and sustainability
2004 · External reference
AI applications in education: Enhancing human creativity through collaborative design BT - Knowledge management in organisations
2025 · External reference
Why are there still so many jobs? The history and future of workplace automation
10.1257/jep.29.3.3 · 2015 · External reference
Unresolved reference
2015 · External reference
Unresolved reference
2005 · External reference
Beyond accuracy: The role of mental models in human-AI team performance
10.1609/hcomp.v7i1.5285 · 2019 · External reference
Big data's disparate impact
2016 · External reference
Getting specific about demographic diversity variable and team performance relationships: A meta-analysis
10.1177/0149206310365001 · 2011 · External reference
Artificial intelligence in organizations: Current state and future opportunities
2020 · External reference
Managing artificial intelligence
10.25300/misq/2021/16274 · 2021 · External reference
“It's Reducing a Human Being to a Percentage” perceptions of justice in algorithmic decisions
2018 · External reference
Unresolved reference
2017 · External reference
Unresolved reference
2014 · External reference
The productivity J-curve: How intangibles complement general purpose technologies
2021 · External reference
Unresolved reference
2020 · External reference
A systematic review of algorithm aversion in augmented decision making
10.1002/bdm.2155 · 2020 · External reference
Failing to learn and learning to fail (intelligently): How great organizations put failure to work to innovate and improve
10.1016/j.lrp.2005.04.005 · 2005 · External reference
Unresolved reference
2023 · External reference
Algorithmic social engineering
10.1257/pandp.20201037 · 2020 · External reference
Unresolved reference
2017 · External reference
Amazon scraps secret AI recruiting tool that showed bias against women
2022 · External reference
Stop tinkering with AI
2023 · External reference
Artificial intelligence for the real world
2018 · External reference
The future of human-AI collaboration: A taxonomy of design knowledge for hybrid intelligence systems
2021 · External reference
Hybrid intelligence
10.1007/s12599-019-00595-2 · 2019 · External reference
Media, tasks, and communication processes: A theory of media synchronicity
10.2307/25148857 · 2008 · External reference
Algorithm aversion: People erroneously avoid algorithms after seeing them err
10.1037/xge0000033 · 2015 · External reference
Psychological safety and learning behavior in work teams
10.2307/2666999 · 1999 · External reference
Unresolved reference
2018 · External reference
Psychological safety: The history, renaissance, and future of an interpersonal construct
10.1146/annurev-orgpsych-031413-091305 · 2014 · External reference
Methodological fit in management field research
10.5465/amr.2007.26586086 · 2007 · External reference
Building theories from case study research
10.2307/258557 · 1989 · External reference
From here to autonomy: Lessons learned from human–automation research
10.1177/0018720816681350 · 2017 · External reference
Reading the mind in the eyes or reading between the lines? Theory of mind predicts collective intelligence equally well online and face-to-face
10.1371/journal.pone.0115212 · 2014 · External reference
Working and organizing in the age of the learning algorithm
10.1016/j.infoandorg.2018.02.005 · 2018 · External reference
Designing organizations for dynamic capabilities
10.1525/cmr.2016.58.4.78 · 2016 · External reference
Building better causal theories: A fuzzy set approach to typologies in organization research
10.5465/amj.2011.60263120 · 2011 · External reference
The critical incident technique
10.1037/h0061470 · 1954 · External reference
AI4People—An ethical framework for a good AI society: Opportunities, risks, principles, and recommendations
10.1007/s11023-018-9482-5 · 2018 · External reference
The future of employment: How susceptible are jobs to computerisation?
10.1016/j.techfore.2016.08.019 · 2017 · External reference
Automation bias: A systematic review of frequency, effect mediators, and mitigators
10.1136/amiajnl-2011-000089 · 2012 · External reference
The principles and limits of algorithm-in-the-loop decision making
10.1145/3359152 · 2019 · External reference
Leadership and collective requisite complexity
10.1177/2041386611402116 · 2011 · External reference
A brief tutorial on the development of measures for use in survey questionnaires
10.1177/109442819800100106 · 1998 · External reference
Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management
10.1002/smj.964 · 2011 · External reference
Coordinating mechanisms in care provider groups: Relational coordination as a mediator and input uncertainty as a moderator of performance effects
10.1287/mnsc.48.11.1408.268 · 2002 · External reference
Dimensionalizing cultures: The Hofstede model in context
10.9707/2307-0919.1014 · 2011 · External reference
The effects of team diversity on team outcomes: A meta-analytic review of team demography
10.1177/0149206307308587 · 2007 · External reference
Unresolved reference
2004 · External reference
ChatGPT sets record for fastest-growing user base-analyst note
2023 · External reference
The feeling economy: Managing in the next generation of artificial intelligence (AI)
10.1177/0008125619863436 · 2019 · External reference
Designing conceptual articles: Four approaches
10.1007/s13162-020-00161-0 · 2020 · External reference
Why differences make a difference: A field study of diversity, conflict and performance in workgroups
10.2307/2667054 · 1999 · External reference
The global landscape of AI ethics guidelines
10.1038/s42256-019-0088-2 · 2019 · External reference
Unresolved reference
2020 · External reference
Algorithms at work: The new contested terrain of control
10.5465/annals.2018.0174 · 2020 · External reference
Prediction policy problems
10.1257/aer.p20151023 · 2015 · External reference
Enhancing the effectiveness of work groups and teams
10.1111/j.1529-1006.2006.00030.x · 2006 · External reference
Strategies for theorizing from process data
10.2307/259349 · 1999 · External reference
Is AI ground truth really true? The dangers of training and evaluating AI tools based on experts' know-what
10.25300/misq/2021/16564 · 2021 · External reference
Understanding perception of algorithmic decisions: Fairness, trust, and emotion in response to algorithmic management
10.1177/2053951718756684 · 2018 · External reference
When flexible routines meet flexible technologies: Affordance, constraint, and the imbrication of human and material agencies1
10.2307/23043493 · 2011 · External reference
Measuring transactive memory systems in the field: Scale development and validation
10.1037/0021-9010.88.4.587 · 2003 · External reference
Taking stock of naturalistic decision making
10.1002/bdm.381 · 2001 · External reference
Sensemaking in organizations: Taking stock and moving forward
10.5465/19416520.2014.873177 · 2014 · External reference
How human-computer’Superminds' are redefining the future of work
2018 · External reference
Ethical implications and accountability of algorithms
10.1007/s10551-018-3921-3 · 2019 · External reference
Business and the ethical implications of technology: Introduction to the symposium
2022 · External reference
Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future
10.1177/0149206308316061 · 2008 · External reference
An integrative model of organizational trust
10.2307/258792 · 1995 · External reference
Unresolved reference
1984 · External reference
Microfoundations of organizational paradox: The problem is how we think about the problem
10.5465/amj.2016.0594 · 2018 · External reference
Unresolved reference
1996 · External reference
Complacency and bias in human use of automation: An attentional integration
10.1177/0018720810376055 · 2010 · External reference
Humans and automation: Use, misuse, disuse, abuse
10.1518/001872097778543886 · 1997 · External reference
A model for types and levels of human interaction with automation
10.1109/3468.844354 · 2000 · External reference
Organizational transactive memory systems
10.1027/1016-9040/a000044 · 2012 · External reference
Unresolved reference
1993 · External reference
How smart, connected products are transforming competition
2014 · External reference
Machine behaviour
10.1038/s41586-019-1138-y · 2019 · External reference
Editor's comments: Next-generation digital platforms: Toward human–AI hybrids
10.25300/misq/2019/431e0 · 2019 · External reference
Artificial intelligence and management: The automation–augmentation paradox
10.5465/amr.2018.0072 · 2021 · External reference
Closing the AI accountability gap: Defining an end-to-end framework for internal algorithmic auditing
2020 · External reference
Unresolved reference
2022 · External reference
Transactive memory systems 1985–2010: An integrative framework of key dimensions, antecedents, and consequences
10.5465/19416520.2011.590300 · 2011 · External reference
Meaningful human control over autonomous systems: A philosophical account
10.3389/frobt.2018.00015 · 2018 · External reference
Paradox research in management science: Looking back to move forward
10.5465/19416520.2016.1162422 · 2016 · External reference
Unresolved reference
2010 · External reference
Machines as teammates: A research agenda on AI in team collaboration
10.1016/j.im.2019.103174 · 2020 · External reference
The intuitive appeal of explainable machines
2018 · External reference
Unresolved reference
2006 · External reference
Unresolved reference
2002 · External reference
The effects of explainability and causability on perception, trust, and acceptance: Implications for explainable AI
10.1016/j.ijhcs.2020.102551 · 2021 · External reference
Organizational decision-making structures in the age of artificial intelligence
10.1177/0008125619862257 · 2019 · External reference
Unresolved reference
1960 · External reference
Learning through failure: The strategy of small losses
1992 · External reference
Does automation bias decision-making?
10.1006/ijhc.1999.0252 · 1999 · External reference
Toward a theory of paradox: A dynamic equilibrium model of organizing
2011 · External reference
The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition model
10.5465/amr.2007.26585677 · 2007 · External reference
Relationship quality and virtuousness: Emotional carrying capacity as a source of individual and team resilience
10.1177/0021886312471193 · 2013 · External reference
Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance
10.1002/smj.640 · 2007 · External reference
Dynamic capabilities and strategic management
10.1002/(sici)1097-0266(199708)18:7<509::aid-smj882>3.0.co;2-z · 1997 · External reference
High-performance medicine: The convergence of human and artificial intelligence
10.1038/s41591-018-0300-7 · 2019 · External reference
Customer intimacy and other value disciplines
1993 · External reference
Team innovation
10.1146/annurev-orgpsych-032516-113240 · 2017 · External reference
Work group diversity and group performance: An integrative model and research agenda
10.1037/0021-9010.89.6.1008 · 2004 · External reference
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity
10.1016/j.obhdp.2016.05.007 · 2016 · External reference
Strategic leadership and organizational learning
10.5465/amr.2004.12736080 · 2004 · External reference
Artificial intelligence in organizations: New opportunities for phenomenon-based theorizing
10.5465/amd.2018.0084 · 2018 · External reference
Why a right to explanation of automated decision-making does not exist in the general data protection regulation
10.1093/idpl/ipx005 · 2017 · External reference
The changing ecology of teams: New directions for teams research
10.1002/job.1775 · 2012 · External reference
The effects of individual time urgency on group polychronicity
10.1108/02683949910263765 · 1999 · External reference
Transactive memory: A contemporary analysis of the group mind
1987 · External reference
Collective intelligence and group performance
10.1177/0963721415599543 · 2015 · External reference
Evidence for a collective intelligence factor in the performance of human groups
10.1126/science.1193147 · 2010 · External reference
Unresolved reference
2019 · External reference
Dynamic capabilities and strategic management
10.1002/(sici)1097-0266(199708)18:7<509::aid-smj882>3.0.co;2-z · ExternalCitation · doi-reference
A systematic review of algorithm aversion in augmented decision making
10.1002/bdm.2155 · ExternalCitation · doi-reference
Taking stock of naturalistic decision making
10.1002/bdm.381 · ExternalCitation · doi-reference
The changing ecology of teams: New directions for teams research
10.1002/job.1775 · ExternalCitation · doi-reference
Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance
10.1002/smj.640 · ExternalCitation · doi-reference
Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management
10.1002/smj.964 · ExternalCitation · doi-reference
Does automation bias decision-making?
10.1006/ijhc.1999.0252 · ExternalCitation · doi-reference
Ethical implications and accountability of algorithms
10.1007/s10551-018-3921-3 · ExternalCitation · doi-reference
AI4People—An ethical framework for a good AI society: Opportunities, risks, principles, and recommendations
10.1007/s11023-018-9482-5 · ExternalCitation · doi-reference
Hybrid intelligence
10.1007/s12599-019-00595-2 · ExternalCitation · doi-reference
Designing conceptual articles: Four approaches
10.1007/s13162-020-00161-0 · ExternalCitation · doi-reference
The effects of explainability and causability on perception, trust, and acceptance: Implications for explainable AI
10.1016/j.ijhcs.2020.102551 · ExternalCitation · doi-reference
Machines as teammates: A research agenda on AI in team collaboration
10.1016/j.im.2019.103174 · ExternalCitation · doi-reference
Working and organizing in the age of the learning algorithm
10.1016/j.infoandorg.2018.02.005 · ExternalCitation · doi-reference
Failing to learn and learning to fail (intelligently): How great organizations put failure to work to innovate and improve
10.1016/j.lrp.2005.04.005 · ExternalCitation · doi-reference
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity
10.1016/j.obhdp.2016.05.007 · ExternalCitation · doi-reference
The future of employment: How susceptible are jobs to computerisation?
10.1016/j.techfore.2016.08.019 · ExternalCitation · doi-reference
Organizational transactive memory systems
10.1027/1016-9040/a000044 · ExternalCitation · doi-reference
Measuring transactive memory systems in the field: Scale development and validation
10.1037/0021-9010.88.4.587 · ExternalCitation · doi-reference
Work group diversity and group performance: An integrative model and research agenda
10.1037/0021-9010.89.6.1008 · ExternalCitation · doi-reference
The critical incident technique
10.1037/h0061470 · ExternalCitation · doi-reference
Algorithm aversion: People erroneously avoid algorithms after seeing them err
10.1037/xge0000033 · ExternalCitation · doi-reference
Machine behaviour
10.1038/s41586-019-1138-y · ExternalCitation · doi-reference
High-performance medicine: The convergence of human and artificial intelligence
10.1038/s41591-018-0300-7 · ExternalCitation · doi-reference
The global landscape of AI ethics guidelines
10.1038/s42256-019-0088-2 · ExternalCitation · doi-reference
Why a right to explanation of automated decision-making does not exist in the general data protection regulation
10.1093/idpl/ipx005 · ExternalCitation · doi-reference
The effects of individual time urgency on group polychronicity
10.1108/02683949910263765 · ExternalCitation · doi-reference
A model for types and levels of human interaction with automation
10.1109/3468.844354 · ExternalCitation · doi-reference
Enhancing the effectiveness of work groups and teams
10.1111/j.1529-1006.2006.00030.x · ExternalCitation · doi-reference
Evidence for a collective intelligence factor in the performance of human groups
10.1126/science.1193147 · ExternalCitation · doi-reference
Automation bias: A systematic review of frequency, effect mediators, and mitigators
10.1136/amiajnl-2011-000089 · ExternalCitation · doi-reference
The principles and limits of algorithm-in-the-loop decision making
10.1145/3359152 · ExternalCitation · doi-reference
Psychological safety: The history, renaissance, and future of an interpersonal construct
10.1146/annurev-orgpsych-031413-091305 · ExternalCitation · doi-reference
Team innovation
10.1146/annurev-orgpsych-032516-113240 · ExternalCitation · doi-reference
Organizational decision-making structures in the age of artificial intelligence
10.1177/0008125619862257 · ExternalCitation · doi-reference
The feeling economy: Managing in the next generation of artificial intelligence (AI)
10.1177/0008125619863436 · ExternalCitation · doi-reference
Complacency and bias in human use of automation: An attentional integration
10.1177/0018720810376055 · ExternalCitation · doi-reference
From here to autonomy: Lessons learned from human–automation research
10.1177/0018720816681350 · ExternalCitation · doi-reference
Relationship quality and virtuousness: Emotional carrying capacity as a source of individual and team resilience
10.1177/0021886312471193 · ExternalCitation · doi-reference
The effects of team diversity on team outcomes: A meta-analytic review of team demography
10.1177/0149206307308587 · ExternalCitation · doi-reference
Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future
10.1177/0149206308316061 · ExternalCitation · doi-reference
Getting specific about demographic diversity variable and team performance relationships: A meta-analysis
10.1177/0149206310365001 · ExternalCitation · doi-reference
Collective intelligence and group performance
10.1177/0963721415599543 · ExternalCitation · doi-reference
A brief tutorial on the development of measures for use in survey questionnaires
10.1177/109442819800100106 · ExternalCitation · doi-reference
Leadership and collective requisite complexity
10.1177/2041386611402116 · ExternalCitation · doi-reference
Understanding perception of algorithmic decisions: Fairness, trust, and emotion in response to algorithmic management
10.1177/2053951718756684 · ExternalCitation · doi-reference
Prediction policy problems
10.1257/aer.p20151023 · ExternalCitation · doi-reference
Why are there still so many jobs? The history and future of workplace automation
10.1257/jep.29.3.3 · ExternalCitation · doi-reference
Algorithmic social engineering
10.1257/pandp.20201037 · ExternalCitation · doi-reference
Coordinating mechanisms in care provider groups: Relational coordination as a mediator and input uncertainty as a moderator of performance effects
10.1287/mnsc.48.11.1408.268 · ExternalCitation · doi-reference
Reading the mind in the eyes or reading between the lines? Theory of mind predicts collective intelligence equally well online and face-to-face
10.1371/journal.pone.0115212 · ExternalCitation · doi-reference
Humans and automation: Use, misuse, disuse, abuse
10.1518/001872097778543886 · ExternalCitation · doi-reference
Designing organizations for dynamic capabilities
10.1525/cmr.2016.58.4.78 · ExternalCitation · doi-reference
Beyond accuracy: The role of mental models in human-AI team performance
10.1609/hcomp.v7i1.5285 · ExternalCitation · doi-reference
When flexible routines meet flexible technologies: Affordance, constraint, and the imbrication of human and material agencies1
10.2307/23043493 · ExternalCitation · doi-reference
Media, tasks, and communication processes: A theory of media synchronicity
10.2307/25148857 · ExternalCitation · doi-reference
Building theories from case study research
10.2307/258557 · ExternalCitation · doi-reference
An integrative model of organizational trust
10.2307/258792 · ExternalCitation · doi-reference
Strategies for theorizing from process data
10.2307/259349 · ExternalCitation · doi-reference
Psychological safety and learning behavior in work teams
10.2307/2666999 · ExternalCitation · doi-reference
Why differences make a difference: A field study of diversity, conflict and performance in workgroups
10.2307/2667054 · ExternalCitation · doi-reference
Editor's comments: Next-generation digital platforms: Toward human–AI hybrids
10.25300/misq/2019/431e0 · ExternalCitation · doi-reference
Managing artificial intelligence
10.25300/misq/2021/16274 · ExternalCitation · doi-reference
Is AI ground truth really true? The dangers of training and evaluating AI tools based on experts' know-what
10.25300/misq/2021/16564 · ExternalCitation · doi-reference
Meaningful human control over autonomous systems: A philosophical account
10.3389/frobt.2018.00015 · ExternalCitation · doi-reference
Transactive memory systems 1985–2010: An integrative framework of key dimensions, antecedents, and consequences
10.5465/19416520.2011.590300 · ExternalCitation · doi-reference
Sensemaking in organizations: Taking stock and moving forward
10.5465/19416520.2014.873177 · ExternalCitation · doi-reference
Paradox research in management science: Looking back to move forward
10.5465/19416520.2016.1162422 · ExternalCitation · doi-reference
Artificial intelligence in organizations: New opportunities for phenomenon-based theorizing
10.5465/amd.2018.0084 · ExternalCitation · doi-reference
Building better causal theories: A fuzzy set approach to typologies in organization research
10.5465/amj.2011.60263120 · ExternalCitation · doi-reference
Microfoundations of organizational paradox: The problem is how we think about the problem
10.5465/amj.2016.0594 · ExternalCitation · doi-reference
Strategic leadership and organizational learning
10.5465/amr.2004.12736080 · ExternalCitation · doi-reference
The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition model
10.5465/amr.2007.26585677 · ExternalCitation · doi-reference
Methodological fit in management field research
10.5465/amr.2007.26586086 · ExternalCitation · doi-reference
Artificial intelligence and management: The automation–augmentation paradox
10.5465/amr.2018.0072 · ExternalCitation · doi-reference
Algorithms at work: The new contested terrain of control
10.5465/annals.2018.0174 · ExternalCitation · doi-reference
Dimensionalizing cultures: The Hofstede model in context
10.9707/2307-0919.1014 · ExternalCitation · doi-reference
