Monthly Archives: August 2024

Warning to Hackers: Studies Indicate AI’s Role in Enhancing Cybersecurity

Artificial intelligence (AI) chatbots, such as OpenAI’s ChatGPT and Google’s Bard (now known as Gemini), have demonstrated their ability to pass a standard certified ethical hacking exam, according to a recent study. This research, co-authored by Prasad Calyam from the University of Missouri alongside collaborators from Amrita University in India, suggests that while these AI tools can understand and describe cybersecurity threats effectively, they should not be solely relied upon for comprehensive security. The study involved testing the AI systems with typical questions from a recognized certified ethical hacking test, which measures an individual’s knowledge of attack types, protection strategies, and responses to security incidents.

The examination results revealed distinct strengths in both AI models. Bard generally showed better accuracy in its responses, while ChatGPT was noted for its comprehensive, clear, and concise answers. During the tests, both AI tools explained complex cybersecurity scenarios, such as man-in-the-middle attacks, and recommended appropriate preventative measures. However, the researchers caution that the AIs also produced incorrect answers, underscoring the critical need for accuracy in cybersecurity, where errors can lead to severe consequences. This cautionary note is a reminder of the risks involved in relying solely on AI for comprehensive security.

The study also highlighted an interesting dynamic in AI responses: when prompted with questions like “are you sure?” the AI tools often revised their answers, sometimes correcting mistakes from their initial responses. Additionally, when tasked with providing advice on how to conduct a cyberattack, ChatGPT referenced ethical considerations, whereas Bard stated it was not programmed to assist with such queries. This indicates a level of built-in ethical programming and highlights the limitations in AI’s ability to navigate morally ambiguous requests.

Prasad Calyam, holding the Greg L. Gilliom Professor of Cyber Security title at the University of Missouri, emphasized that these AI models are still being prepared to replace human cybersecurity experts. Humans bring problem-solving skills essential for developing robust cyber defences that AI cannot match. However, Calyam acknowledged that AI could be a valuable resource for providing baseline information beneficial for individuals or small businesses needing quick assistance.

Calyam suggests that these AI tools can also be practical training tools for those involved with information technology or individuals eager to learn about cybersecurity basics. This educational potential, combined with the ongoing improvements in AI technology, offers a promising outlook for their future role in cybersecurity.

While the research demonstrates AI’s potential in ethical hacking, Calyam notes that much work remains to fully harness their capabilities. Ensuring AI’s reliability as ethical hackers could significantly enhance cybersecurity measures, contributing to safer digital environments. This ongoing development, with its promise to refine AI tools further, making them more adept at supporting cyber defence while continuing to evolve within ethical boundaries, offers an optimistic outlook for the future of AI in cybersecurity.

More information: Raghu Raman et al, ChatGPT or Bard: Who is a better Certified Ethical Hacker? Computers & Security. DOI: 10.1016/j.cose.2024.103804

Journal information: Computers & Security Provided by University of Missouri

Recent research assists international MNCs in evaluating the advantages and disadvantages of adopting blockchain technology

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Blockchain technology, often celebrated as a significant innovation, still needs a comprehensive understanding of its implications for multinational corporations (MNCs). A new study in the Global Strategy Journal, led by researchers Tuuli Hakkarainen and Anatoli Colicev from the University of Liverpool and Torben Pedersen from Copenhagen Business School, provides deeper insights into the advantages and limitations of blockchain through its application in three specific areas: financial transactions, collaboration, and data analytics. Their research, titled “A perspective on three trade-offs of blockchain technology for the global strategy of the MNC,” benefits from the authors’ involvement in the MNC industry and governmental projects, focusing on less-explored applications in international business and strategy.

The study emphasizes the importance of cryptocurrencies in payment options and intelligent contracts for collaborating across borders, alongside the potential of blockchain data to provide real-time insights into consumer preferences worldwide, thus offering a competitive edge. The chosen focus areas—financial transactions, collaboration, and data analytics—are highlighted as promising, feasible, yet under-researched aspects of blockchain for MNCs. Through their investigation, which included analysis of industry and company reports, third-party materials, case studies, and social media, the researchers aimed to shed light on the practical applications and benefits of these blockchain components within the sector.

The study’s findings present a nuanced understanding of the trade-offs associated with blockchain technology. It points out that while cryptocurrencies offer lower transaction fees, enhanced security, and faster transactions, they require substantial infrastructure and often suffer from negative public perceptions. Smart contracts facilitate smoother transactions and collaborations but lack flexibility, a necessary trait for global firms dealing with diverse partners and suppliers. Moreover, although innovative, the use of blockchain for data analytics raises concerns about consumer privacy and data security.

Colicev strongly believes in the staying power and transformative potential of blockchain, which can revolutionize various aspects of business operations and consumer interactions. He cites several examples where blockchain has proven beneficial, particularly in simplifying complex operations for firms active in international markets. The authors encourage cautious optimism, suggesting companies consider limiting potential risks by piloting blockchain initiatives in controlled environments or specific segments before broader implementation.

While blockchain technology promises significant advancements and operational efficiencies for MNCs, the study advises a measured approach to its adoption. The authors recommend that firms experiment with blockchain in smaller, manageable projects or with specific partners to understand its implications better and integrate it effectively into their global strategies. This strategic approach ensures that while firms can leverage blockchain’s benefits, they also mitigate potential risks associated with its broader deployment in their business models.

More information: Tuuli Hakkarainen et al, A perspective on three trade-offs of blockchain technology for the global strategy of the MNC, Global Strategy Journal. DOI: 10.1002/gsj.1509

Journal information: Global Strategy Journal Provided by Strategic Management Society

An innovative approach to applying prospect theory utility in stock market investment decisions

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Prospect theory, introduced by Kahneman and Tversky in 1979, is a pivotal framework for understanding decision-making when investors exhibit cognitive biases under uncertainty. This theory is particularly notable for its insights into how investors weigh gains and losses: they demonstrate a heightened sensitivity to losses compared to equivalent gains, a phenomenon known as loss aversion. Consequently, investor behaviour varies with risk—typically risk-averse when considering potential gains and risk-seeking when facing potential losses, a trait attributed to diminishing sensitivity. A 2016 investigation by Barberis and colleagues highlighted how investors employ past return distributions as a heuristic for determining prospect theory values for stocks anchored on prospective utility. This approach to decision-making utilises past performance as a proxy for future expectations, embedding representativeness in their calculations.

Building on this foundation, a recent empirical study led by Professor Cheoljun Eom from the School of Business at Pusan National University, Korea, delved into whether values derived from prospect theory, based on past 12-month return distributions, can predict the persistence of stock performance across different stocks in subsequent periods. To enhance the applicability of these findings, the research team developed a novel metric, the Cross-Sectional Prospect Theory Value (CSPTV). This new metric facilitates comparisons across different stocks, unlike the traditional Prospect Theory Value (PTV) confined to individual stocks. The findings were published online on 15 February 2024 and later in the May 2024 issue of the International Review of Financial Analysis.

Professor Eom notes, “Our findings compellingly demonstrate that CSPTV surpasses traditional PTV in forecasting the persistence of stock performance.” The implications of this research are multifaceted. Primarily, it corroborates the predictive utility of CSPTVs derived from past 12-month return distributions for future performance periods. The introduction of CSPTV marks a significant expansion in the application of prospect theory to cross-sectional stock returns, providing a broader analytical lens compared to the previous 12-month focus. Additionally, this metric offers a more nuanced understanding of how investors’ tendencies to juxtapose gains and losses influence stock evaluations, enhancing the predictive capacity of prospect theory across different stocks.

The study also reaffirms that these theoretical values can elucidate both momentum and disposition effects observed within the same timeframe, thereby underscoring prospect theory-based portfolios’ unique and valuable insights. In conclusion, Professor Eom expresses optimism about the broader implications of their CSPTV framework, stating, “This enhancement not only broadens the application of existing prospect theory analyses to encompass cross-sectional returns but also significantly boosts their predictive efficacy.”

More information: Cheoljun Eom et al, Intermediate cross-sectional prospect theory value in stock markets: A novel method, International Review of Financial Analysis. DOI: 10.1016/j.irfa.2024.103120

Journal information: International Review of Financial Analysis Provided by Pusan National University

Defining a ‘Social Good’ Enterprise: Its Impact on Value Creation and Capital Accumulation

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In recent years, the intersection of commercial and social value creation has gained prominence, leading to a growth in ventures that aim to address social needs alongside financial goals. A pivotal study published in the Strategic Entrepreneurship Journal has shed light on this trend by categorizing social ventures into four distinct types. This classification is achieved by applying a business model perspective, which clarifies how different approaches can influence value creation and capture within these enterprises.

Lien De Cuyper, a respected figure at the University of Amsterdam, along with her esteemed colleagues Bart Clarysse from ETH Zürich and Mike Wright of Imperial College Business School, London, spearheaded the study. Their collective expertise and dedication led to the identification of three critical decisions that entrepreneurs in this space must make: defining the scope of target beneficiaries, determining the overlap between customers and beneficiaries, and deciding how to communicate the social mission through the business’s value proposition. These decisions form the foundation for identifying the four types of social business models: Social Stimulators, Social Providers, Social Producers, and Social Intermediaries.

Social Stimulators aim to increase awareness about social and environmental issues, often defining their beneficiaries broadly, with customers directly benefiting from their products or services. Social Providers target specific communities, offering products that focus on the functional benefits to these direct beneficiaries. Social Producers, on the other hand, concentrate on a group that acts both as customers and suppliers, integrating social values deeply into the sourcing process. Lastly, Social Intermediaries have a broad scope of beneficiaries but keep a clear distinction between the beneficiaries and the customers, focusing on functional product aspects to sustain their social missions financially.

The study also delves into how these business models impact the ventures’ operational and financial dynamics. For instance, Social Intermediaries typically incur higher operating costs due to their role as facilitators between different stakeholder groups. In contrast, Social Stimulators can command higher prices from customers due to the intrinsic social value of their offerings. This differentiation in business models leads to varied implications for a venture’s cost structure and revenue generation strategies.

By moving beyond a one-size-fits-all approach, De Cuyper and her team advocate for a nuanced understanding of social entrepreneurship. This structured analysis, with its practical implications, helps stakeholders identify the social enterprise they are dealing with or considering establishing. Such insights are crucial for crafting strategic decisions that effectively balance social impact with economic viability, ultimately leading to more sustainable and impactful social entrepreneurship practices.

More information: Lien De Cuyper et al, Doing good while making profits: A typology of business models for social ventures, Strategic Entrepreneurship Journal. DOI: 10.1002/sej.1502

Journal information: Strategic Entrepreneurship Journal Provided by Strategic Management Society

Shifting Trends in Volunteering: Adapting to Steady-State Brand Relationships in Organizations

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A recent study by researchers at Emlyon Business School and HEC Montreal, soon to be published in the Journal of Marketing, is a significant contribution to understanding the evolving nature of volunteerism. This study provides critical insights into the changing dynamics of volunteer engagement, offering actionable strategies for mutual benefit. The forthcoming paper, ‘Managing Brand Relationship Plurality: Insights from the Nonprofit Sector,’ authored by Verena Gruber and Jonathan Deschênes, is a must-read for nonprofit managers seeking to adapt to the evolving landscape of volunteerism.

Volunteers are crucial to the sustainability and operations of nonprofit organisations worldwide. According to a 2021 report by United Nations Volunteers, over 850 million volunteers globally contribute to various causes. Traditionally, these volunteers were motivated by altruism and a solid cultural and personal alignment with the nonprofits they chose to support. Today, however, the relationship between volunteers and nonprofit brands has transformed. Modern volunteers often engage more casually, seeking flexibility and opportunities for personal and professional growth rather than committing long hours or forming deep affiliations with organisations.

This shift poses a significant question for nonprofits: How can they build and maintain relationships with a volunteer base whose motivations and engagement levels are changing? The study suggests that nonprofits can benefit by fostering traditional and newer volunteer relationships. Through a detailed case study of the Red Cross in Vienna, Austria, the research illustrates how organisations can adapt their volunteer management practices to cater to traditional volunteers who are deeply committed and newer ones who prefer a more flexible involvement.

The study recommends maintaining a strong material presence for traditional volunteers, who are still vital to nonprofit organisations’ core functions. This includes creating physical spaces for volunteers to meet and interact, providing training and skill-building opportunities, and using branded materials such as clothing and high-quality communication tools like exclusive magazines. These practices help strengthen the bond between the volunteers and the organisation, encouraging a deeper and more committed engagement.

In contrast, the approach to newer volunteers should be more pragmatic. These individuals prefer to volunteer when it suits their schedules and are less emotionally invested in the organisations they help. The study suggests nonprofits should respect these preferences and focus on creating a flexible engagement model that accommodates intermittent involvement. This could involve using technology, like mobile applications, to manage and activate a diverse pool of volunteers as needed.

Jonathan Deschênes notes that the research highlights essential lessons for nonprofit managers in balancing these volunteer relationships. The findings suggest that a symbiotic approach can be beneficial, where distant and non-escalating relationships are managed alongside more traditional, growth-oriented ones. This strategy helps manage volunteer resources more effectively and has broader implications for brand relationship management across both nonprofit and for-profit sectors.

Moreover, the concept of “Neither Growing nor Fading” (NGNF) relationships introduced in the study is particularly intriguing. These are relationships where volunteers only sometimes deepen their engagement over time but still contribute regularly. The researchers argue that while these relationships have been largely overlooked, they represent a significant portion of interactions in consumer-brand relationships as well.

For nonprofit managers, the study offers a roadmap for navigating the changing dynamics of volunteer engagement. The strategic recommendations, such as embracing the new volunteer logic, developing partnerships to broaden outreach, and tailoring communication strategies, are invaluable tools for adapting to the evolving landscape of volunteerism. Additionally, the study’s insights on identifying specific volunteer profiles and skillsets can help in more effectively matching volunteers to tasks, ensuring that each engagement is productive.

This comprehensive analysis not only sheds light on the changing landscape of volunteerism but also provides actionable strategies for nonprofits to adapt and thrive in this new environment. As volunteer motivations and behaviours continue to evolve, understanding and integrating these insights from the study will be key to fostering successful and sustainable volunteer relationships. The study’s relevance to the current challenges in volunteer management makes it a compelling read for nonprofit managers.

More information: Verena Gruber et al, Managing Brand Relationship Plurality: Insights From the Nonprofit Sector, Journal of Marketing. DOI: 10.1177/00222429241253193

Journal information: Journal of Marketing Provided by American Marketing Association

Modest Leaders Elevate Employees’ Position and Leadership Capabilities in the Workplace

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The workplace features a wide range of leaders, from those prioritizing the needs of their team and organization to those who promote an authentic environment marked by openness, trust, and transparency. Recently, the University of South Australia highlighted the significant advantages of humble leadership within professional settings, as detailed in a study by Dr. Xiao Lin. This type of leadership has been shown to elevate employees’ workplace status by enhancing their respect and prominence while encouraging them to develop their leadership potential, thus motivating them to take charge and lead.

Humble leadership is characterized by leaders who maintain an accurate self-perception, acknowledge and appreciate the strengths and contributions of others, and are receptive to feedback, including criticism. These leaders engage in “bottom-up leadership,” which involves actively listening to employees, valuing their input, supporting their professional development, and encouraging them to initiate action. Dr. Lin, a member of UniSA’s Centre for Workplace Excellence and an expert in moral-based leadership styles, emphasizes the critical importance of understanding humble leadership in today’s complex and competitive business landscape.

Dr Lin advocates for implementing humble leadership, noting its substantial positive impact on workplace outcomes, including enhanced work engagement, proactive behaviour, well-being and resilience, and increased innovation, learning, and performance. According to Dr Lin, humble leadership elevates employees’ status, unlocks their potential and leads to a more engaged, innovative, and high-performing workplace. Additionally, it helps build a pool of influential leaders for the future, allowing organizations to maintain competitive advantages by fostering the leadership potential of their employees.

Humble leadership is effective when leaders provide ‘status cues’ reflecting humility and approachability. This could be demonstrated through a leader’s willingness to listen, learn, and collaborate with their team rather than asserting dominance or superiority. Another example of humble leadership in action is the practice of ‘role reversals,’ which allows employees to teach their leaders, empowering them to exert more influence in the workplace.

However, Dr. Lin points out that not all employees respond to humble leadership similarly, as their reactions depend on their characteristics. Employees focused on individual development, success, and competition tend to respond best to humble leadership. These individuals are driven to excel and influence their leaders, seeking to become high-status team members and stand out as exemplary employees.

Conversely, those who do not value their development or success in the workplace are less likely to benefit from humble leadership. Such employees are content to follow their leaders’ directives without striving to display their own strengths or contributions. This distinction underscores the varied effects of leadership styles across different employee demographics, highlighting the nuanced approach needed in leadership to cater to diverse employee needs.

More information: Xiaoshuang Lin et al, How do humble leaders unleash followers’ leadership potential? The roles of workplace status and individualistic orientation, Journal of Organizational Behavior. DOI: 10.1002/job.2793

Journal information: Journal of Organizational Behavior Provided by University of South Australia

Companions with Health Advantages: The Intrinsic Value of Partnership in Successfully Achieving Personal and Professional Objectives

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Setting weekly targets, annual resolutions, and five-year plans often appears tantalisingly elusive. Despite our best intentions, many of us need help to persist with the goals we set for ourselves. Next time you establish a goal, consider partnering with a friend. Recent field research by Assistant Professor Rachel Gershon and published in Management Science suggests that pursuing objectives with friends could make them more attainable. Gershon, in collaboration with Cynthia Cryder from Washington University and Katy Milkman from the University of Pennsylvania, specifically explored the effects of joint gym visits and found that attending the gym with a friend, although challenging due to the need to coordinate schedules, boosted gym attendance by 35%.

“While the coordination introduced a layer of complexity, we noticed that people were more motivated and attended the gym more frequently,” Gershon remarks. “This underscores how social incentives, often underutilised, can help overcome other challenges in our path.” The study involved two groups over a ‘Gym Bonus Month’ lasting four weeks from February 1 to February 28. Each participant paired up with a friend, and each gym visit earned them a $1 Amazon gift card. One group received this incentive each time they went to the gym, regardless of their friend’s attendance, whereas the reward for the other group depended on attending together.

The findings revealed that those compensated only when attending the gym with their friends doubled their joint sessions and increased their overall gym attendance by 35%. Gershon and her team deduced that two primary benefits outweighed the logistical challenges of aligning schedules. First, individuals enjoyed their gym sessions more when social, which likely increased the frequency of future visits. Second, they felt a heightened sense of accountability when meeting a friend at the gym.

“Our research underscores two types of accountability,” Gershon notes. “People feel a sense of duty towards their friends, as they want them to benefit from the reward, but there may also be concern over their reputation should they fail to meet expectations.” Despite these advantages, Gershon and her colleagues discovered that over 80% of people, when asked, preferred not to coordinate gym visits with a friend, indicating a widespread reluctance to engage in joint activities despite the potential benefits. According to Gershon, this hesitation might be due to underestimating the motivational uplift and more robust social bonds such arrangements can foster, enhancing feelings of connectedness and community inclusion.

Additionally, the research highlighted that the social aspect of gym attendance was particularly beneficial for those who were less active initially. Among each pair, the friend who exercised less frequently before the study saw a significant increase in gym visits, suggesting that social incentives can be compelling for specific groups. Beyond the gym, these findings have broader implications for behaviour modification in various contexts. Companies looking to boost employee engagement in skills training might consider implementing joint incentives to enhance participation and strengthen workplace relationships.

Moreover, Gershon’s investigations into referral programs uncover further advantages. Many organisations incentivise referrals, such as offering a free membership month to recruit friends. This tactic not only helps to engage new customers but also boosts the motivation of current members, showcasing the crucial role of social networks in initiating and sustaining new undertakings. This role can be a catalyst, inspiring and motivating us to embrace new challenges.

More information: Rachel Gershon et al, Friends with Health Benefits: A Field Experiment, Management Science. DOI: 10.1007/s00394-023-03123-x

Journal information: Management Science Provided by University of California Berkeley Haas School of Business

How Some Abusive Managers Are Tolerated by Their Staff

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Recent research suggests that employees are more inclined to overlook abusive behaviour from leaders who are perceived as high performers, often rationalizing the abuse as merely “tough love.” The study, published in the journal Organizational Behavior and Human Decision Processes, involved a three-wave survey of 576 workers across various industries in the United States. These workers completed online surveys that queried them on their boss’s abusive behaviours and overall effectiveness. The results revealed that employees show less animosity towards abusive bosses if these bosses are high performers, with some employees even believing that their careers could benefit from working under a successful yet abusive leader.

Robert Lount, the lead author and management and human resources professor at Ohio State University’s Fisher College of Business explained that employees might find it difficult to reconcile the notion of a successful leader being abusive. As a result, they might reframe abusive behaviour as something more positive, like ‘tough love.’ For those reporting abuse, additional questions determined whether employees would label their boss as an abuser or view them as a “tough love” type of leader, described in the survey as “stern but caring,” “insensitive but nurturing,” and “rough but well-meaning.”

Findings showed that employee perceptions of their bosses’ abusive behaviour and their effectiveness influenced how they labelled their supervisors. When bosses were seen as high performers, workers were more likely to describe them as “tough love” supervisors. Conversely, when bosses were viewed as lower performers, they were more likely to be labelled as abusers. Bennett Tepper, a co-author of the study and a professor at Ohio State, suggested that employees might be looking for a silver lining, noting that while these bosses might treat their employees harshly, their intent could be to help their subordinates realize their potential.

Employees working under abusive but successful bosses reported that they didn’t like the abuse. Still, they believed it could lead to positive outcomes, such as promotions, due to their experience under a successful leader. Additionally, these employees were less likely to retaliate against high-performing abusive bosses, avoiding actions like disobedience or giving silent treatment. This dynamic of working for an abusive and successful leader was further examined in a laboratory experiment involving 168 undergraduate students, simulating an online team competition led by an MBA student.

In the lab experiment, participants received either an abusive or non-abusive message from their “team leader,” with subsequent feedback on their team’s performance influencing their evaluations of the leader. Participants who received abusive messages rated their leader as less abusive if their team performed well, suggesting that high performance could quickly reduce the likelihood of labelling a boss as abusive. Interestingly, Lount emphasized that their findings do not indicate that abusive behaviour leads to leadership success.

The study highlights how employees respond to abusive supervision when paired with success, helping to explain why some abusive bosses can maintain long careers. High performance might shield them from repercussions because their employees perceive them as merely “tough love” bosses, according to Tepper. This phenomenon illustrates how performance can sometimes overshadow and mitigate perceptions of abusive behaviour in the workplace, contributing to the complex dynamics between leaders and their subordinates.

More information: Robert B. Lount Jr. et al, “Abuser” or “Tough Love” Boss?: The moderating role of leader performance in shaping the labels employees use in response to abusive supervision, Organizational Behavior and Human Decision Processes. DOI: 10.1016/j.obhdp.2024.104339

Journal information: Organizational Behavior and Human Decision Processes Provided by The Ohio State University

Reinterpreting Anxiety to Enhance Business Presentations

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Recent research suggests that anxiety, when reframed, can be leveraged as a powerful tool in high-stress scenarios such as business pitches. A study spearheaded by Washington State University demonstrates that entrepreneurs who linked their pitch-related anxiety to their deep passion for their projects were rated higher by judges and more likely to receive funding recommendations.

The study, published in the Journal of Business Venturing, explored the concept of emotion reframing. This technique involves entrepreneurs recognising that their anxiety is partially driven by how much the project means to them. The research contrasts this approach with other anxiety management strategies, such as suppression or distraction, which appeared to be less effective, according to the findings.

Lily Zhu, the study’s lead author and researcher at WSU’s Carson College of Business, emphasised the potential benefits of understanding and utilising emotions constructively. “Emotions are not your enemies. They can be your friends,” Zhu remarked, suggesting that a deeper understanding of one’s emotions could transform them into catalysts for positive outcomes.

The study involved a three-part investigation into how anxiety affects entrepreneurial pitches. Initially, the researchers surveyed entrepreneurs on their anxiety management techniques before pitches, finding that most relied on distraction (49%) or physical strategies (40.8%) like deep breathing. Only a tiny fraction (12.2%) reported attempting to reframe their anxiety positively.

Further research was conducted during new venture competitions at business schools in southern California, where it was observed that judges favoured those who reframed their anxiety as an indicator of their commitment to their projects. Another experiment involved college students in a business communications class who made pitches for charitable causes. Students who linked their anxiety to their passion for the cause received higher persuasiveness ratings and were more likely to be recommended for funding.

This reframing did not eliminate anxiety; instead, it became a strategic advantage by aligning it with the entrepreneurs’ passion, thus enhancing their pitch performance. Zhu highlights that raising funds is a critical challenge for entrepreneurs, who often feel a deep psychological attachment to their ventures, viewing their ideas as extensions of themselves.

Zhu’s closing thoughts reinforce the dual nature of anxiety: “Although anxiety can be seen as debilitating or undesirable, there’s a flip side to it: if you are anxious, it is often because you really care.” This insight suggests that, if properly channelled, anxiety can significantly enhance performance by reflecting a profound commitment to the venture.

More information: Lily Yuxuan Zhu et al, Linking anxiety to passion: Emotion regulation and entrepreneurs’ pitch performance, Journal of Business Venturing. DOI: 10.1016/j.jbusvent.2024.106421

Journal information: Journal of Business Venturing Provided by Washington State University

Study Reveals Employees Favor Human Performance Monitors Over AI

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Research from Cornell University reveals that organisations utilising AI to monitor employee behaviour and productivity may face increased complaints, reduced productivity, and higher turnover rates unless the technology is perceived as a developmental tool rather than merely evaluative. The study highlights that surveillance technologies are often seen as more intrusive than human oversight, leading to employees’ loss of autonomy. This perception can trigger resistance and negatively impact performance, underscoring the unintended consequences of using rapidly evolving technologies for employee assessment.

The researchers, including Emily Zitek, an associate professor of organisational behaviour, and first author Rachel Schlund, argue that there is an opportunity to foster positive change in employee behavior and productivity with the acceptance of surveillance tools. They propose that if these tools are framed as supportive of employee development rather than as judgmental tools lacking in context and accuracy, they can lead to improved performance and acceptance. Their findings are detailed in the paper “Algorithmic Versus Human Surveillance Leads to Lower Perceptions of Autonomy and Increased Resistance.”

In their research, Zitek and her team conducted four experiments with nearly 1,200 participants. In one experiment, participants reflected on their experiences of being monitored by either AI or human supervisors, noting a marked decrease in autonomy and an increase in resistance behaviours when monitored by AI. Another set of experiments involved participants brainstorming in groups and individually under the watch of either a human assistant or an AI tool presented via a Zoom videoconference as “AI Technology Feed.” Feedback suggesting insufficient idea generation was given in both scenarios, but the AI’s feedback led to notably fewer ideas and higher critique rates than human feedback.

The researchers also explored scenarios in a simulated call centre, where participants were monitored by either humans or AI for performance evaluation or developmental feedback. When the surveillance was framed as developmental, participants perceived less infringement on their autonomy and showed no increased intention to quit.

The findings suggest that organisations should carefully consider how they implement surveillance technologies. By emphasising developmental support and allowing for contextualisation of the surveillance data, organisations can mitigate the negative impacts of AI monitoring and improve employee acceptance and performance. This research underscores the delicate balance required in the deployment of AI surveillance tools within the workplace, respecting and valuing employee autonomy.

More information: Rachel Schlund et al, Algorithmic versus human surveillance leads to lower perceptions of autonomy and increased resistance, Communications Psychology. DOI: 10.1038/s44271-024-00102-8

Journal information: Communications Psychology Provided by Cornell University

Exploring the Potential Impact of Your Choice of Workstation on Your Health and Productivity: A Comprehensive Analysis

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The assertion that “sitting is the new smoking” may sound exaggerated, but a substantial body of research supports the idea that a sedentary lifestyle is significantly detrimental to health when compared to a more active way of living. Office workers who are typically seated for the majority of their eight-hour workdays exhibit a higher likelihood of experiencing various health complications such as daytime fatigue, hypertension, and musculoskeletal pain than their counterparts who engage in more physical activity throughout the day. Innovative solutions such as standing desks have shown efficacy in alleviating these health issues and boosting overall productivity. However, the question of which type of workstation—be it stand-biased, sit-stand, or traditional—most effectively promotes physical activity and mitigates health risks remains a topic of ongoing debate and investigation, as our study will show.

To shed light on these uncertainties, a research team led by Tricia Lynn Salzar, DrPH, Kaysey Aguilar, PhD, and their colleagues at the Texas A&M University School of Public Health embarked on a detailed study. The team’s research methodology was distinctive in that it utilized computer usage metrics to indicate work productivity while comparing the effects of different workstations on user health and efficiency.

The study monitored the daily routines of 79 full-time adult office workers at a prominent university over a year from 2019 to 2020. These participants were organized into three groups based on the type of workstation they used: stand-biased, sit-stand, or traditional, with the latter serving as the control group. Stand-biased workstations are characterized by a fixed surface set at standing elbow height and often include options such as a drafting stool or a chair equipped with an extended cylinder. In contrast, sit-stand workstations are equipped with adjustable height surfaces that accommodate sitting or standing postures and are complemented by standard office chairs.

As part of the study, researchers meticulously collected a variety of data. This included demographic details, how often participants utilized office accessories like footrests, monitor arms, and keyboard trays, and how much time they spent standing versus sitting at their workstations. Participants’ comfort levels were also evaluated with surveys that asked them to report discomfort in various body parts, including the neck, back, and shoulders. To objectively measure productivity, computer usage was monitored covertly using data-logging software. Physical activity levels and energy expenditure were also tracked using sophisticated activity sensors throughout the workweek.

Preliminary analysis of the data showed no significant variance in keystroke frequency among the groups. However, the stand-biased group reported a higher word count and more typing errors than those using traditional workstations. Moreover, the activity data collected over 24 hours revealed that participants using stand-biased workstations spent more time standing and less time sitting. They also changed their position less frequently each hour than their peers in the traditional workstation group. Regarding discomfort, 65% of all study participants reported experiencing neck pain. Still, the conventional workstation users reported the highest incidence of lower back pain at 80%, in stark contrast to only 51.7% in the stand-biased group.

Dr. Aguilar concluded the study with a statement that underscores the practical implications of the study’s findings. He highlighted the potential health benefits of alternative workstation setups such as sit-stand or stand-biased desks. “The risks associated with sedentary work environments can be significantly reduced by integrating more dynamic workstation options,” he noted. “These alternatives not only foster better health outcomes but also support the high levels of productivity that employers demand.” This conclusion offers a reassuring endorsement of the effectiveness of alternative workstations in promoting health and productivity among office workers.

More information: Tricia Lynn Salzar et al, Stand-Capable Workstations Reduce Occupational Sedentary Time Among Administrative Workers, IISE Transactions on Occupational Ergonomics and Human Factors. DOI: 10.1080/24725838.2024.2362720

Journal information: IISE Transactions on Occupational Ergonomics and Human Factors Provided by Texas A&M University

Has Telecommuting Altered Travel Patterns in the U.S.?

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The prevalence of remote work since the COVID-19 pandemic began has fundamentally transformed urban transportation dynamics in the U.S., according to a comprehensive study led by MIT researchers. The study highlights distinct effects of remote work on the number of vehicle miles driven and mass-transit usage across various U.S. regions. Yunhan Zheng SM ’21, PhD ’24, an MIT postdoc and co-author, noted a direct correlation between decreased onsite workers and reductions in vehicle miles driven and mass-transit ridership. Jinhua Zhao, an MIT professor and study co-author, pointed out that this research is pioneering in demonstrating remote work’s causal effects on nationwide transportation patterns.

The methodology incorporated a detailed examination across the lower 48 states, the District of Columbia, and 217 metropolitan areas, allowing the researchers to draw robust conclusions about the significant changes telecommuting has brought to mobility patterns. The paper, titled “Impacts of remote work on vehicle miles travelled and transit ridership in the USA,” has been published in Nature Cities. This publication is a collaborative effort among academics, including Zhao, the Professor of Cities and Transportation at MIT, who also leads the MIT Mobility Initiative and directs the JTL Urban Mobility Lab and Transit Lab.

The study utilized multiple sources, including Google location data, the U.S. Federal Highway Administration, the National Transit Database, and the U.S. Survey of Working Arrangements and Attitudes. It reveals significant state variations in how remote work has affected driving distances. Zheng points out that the impact of a 1 per cent increase in remote work leads to a much smaller reduction in vehicle miles in New York State compared to Texas, indicating notable regional differences.

Remote work has also significantly affected mass transit revenues, particularly in cities with heavily utilized transit systems like New York City, Chicago, San Francisco, Boston, and Philadelphia. These cities are among the top five most impacted by the shift to telecommuting, demonstrating the profound influence of remote work on urban transit systems.

Throughout the study period from early 2020 to late 2022, the effects of remote work on transportation patterns have remained surprisingly consistent. Zheng highlights that the impact was significant during the early pandemic phases when remote work was necessary and continued to be vital later when more workers could work remotely, suggesting long-term changes in work and travel behaviours.

Furthermore, the study estimates significant environmental benefits and challenges for mass transit due to increased remote work. Shenhao Wang, an assistant professor at the University of Florida and a study co-author, estimates that a 10 per cent decrease in onsite workers could reduce annual vehicle-related CO2 emissions by 191.8 million metric tons nationally. Additionally, a similar reduction in onsite workers would likely result in a yearly loss of 2.4 billion transit trips and $3.7 billion in fare revenue, equating to 27 per cent of the annual transit ridership and fare revenue in 2019. As Zhao advises, this substantial impact on transit ridership underlines the need for transit agencies to adapt their services, focusing on trips outside of the traditional commute and implementing more flexible schedules to better align with the new demand patterns.

More information: Yunhan Zheng et al, Impacts of remote work on vehicle miles traveled and transit ridership in the USA, Nature Cities. DOI: 10.1038/s44284-024-00057-1

Journal information: Nature Cities Provided by Massachusetts Institute of Technology