Ulrich Leicht-Deobald

In recent years, the topic of algorithmic management has received increasing attention in information systems (IS) research and beyond. As both emerging platform businesses and established companies rely on artificial intelligence and sophisticated software to automate tasks previously done by managers, important organizational, social, and ethical questions emerge. However, a cross-disciplinary approach to algorithmic management that brings together IS perspectives with other (sub-)disciplines such as macro- and micro-organizational behavior, business ethics, and digital sociology is missing, despite its usefulness for IS research. This article engages in cross-disciplinary agenda setting through an in-depth report of a professional development workshop (PDW) entitled “Algorithmic Management: Toward a Cross-Disciplinary Research Agenda” delivered at the 2021 Academy of Management Annual Meeting. Three leading experts (Mareike Möhlmann, Lindsey Cameron, and Laura Lamers) on the topic provide their insights on the current status of algorithmic management research, how their work contributes to this area, where the field is heading in the future, and what important questions should be answered going forward. These accounts are followed up by insights from the breakout group discussions at the PDW that provided further input. Overall, the experts and workshop participants highlighted that future research should examine both the desirable and undesirable outcomes of algorithmic management and should not shy away from posing ethical and normative questions.

Drawing from team-level job demands-resources theory, we hypothesize that team workload demands moderate the positive link between team boundary work (i.e., boundary spanning and boundary buffering) and team effectiveness (i.e., team innovation and team performance), such that boundary work is more beneficial for team effectiveness when teams face higher team workload demands. Furthermore, we predict that this interaction occurs through increased team vigor, where team vigor is defined as an affective emergent state characterized by positive valences and high activation levels experienced by team members. We largely find support for our model across two field studies: a cross-sectional survey using three independent data sources (89 automotive research and development teams, including 724 team members, 89 team leaders, and 18 managers) and a time-lagged survey using two independent data sources (139 teams working in a Chinese utility company, including 640 team members and 139 team leaders). Our article contributes to team research by broadening our understanding of when and how team boundary work is associated with greater team effectiveness.

In this study, we seek to understand the consequences of demographic faultlines at the organizational level. Drawing from the faultline and cross-categorization literature, we suggest that organizational demographic faultlines (based on age and gender) have the potential to either reduce or enhance employees’ collective organizational identification and, thereby, indirectly influence firm performance and innovation. Whether organizational demographic faultlines have detrimental or beneficial effects depends on the functional heterogeneity within faultline-based demographic subgroups, where heterogeneity is defined as the extent to which subgroup members belong to different functional departments. We theorize that this functional heterogeneity alters the degree of social integration between demographic subgroups. Results from a multisource field study of demographic faultlines among 5,495 employees in 82 small and medium-sized firms (< 250 employees) support our model. We demonstrate that organizational demographic faultlines have important consequences, and we show that functional heterogeneity changes whether these consequences are negative or positive.

In this paper, we propose and test an agency model for HQ-subsidiary relations. Drawing on classical agency assumptions, we develop a baseline hypothesis that links informal controls (i.e., socialization), HQ-subsidiary goal conflicts, and the HQ’s use of formal controls (i.e., behavioral controls). We subsequently introduce an important boundary condition, which reflects subsidiaries’ internal agency relations with subsidiary CEOs as second principals. More specifically, we argue that the baseline relationship only holds under low levels of second principal power. To test our model, we employed a unique study design with three parallel surveys addressing the agents and the two principals involved in 131 agency relations within one MNC.

This study investigates individual managers’ formation of psychic distance perceptions to foreign countries. Adopting a social psychological perspective, we propose three social-cognitive mechanisms - social comparison, mere exposure, and social learning - to help explain why and how country- and individual-level characteristics affect the formation of such perceptions. Based on an international survey of 1,591 managers located in 25 countries, we find that country-specific international experience, formal education, and a match between a managers’ first language and the language of the target country reduce psychic distance perceptions. Surprisingly, and in contrast to conventional wisdom, managers’ international and overall work experiences do not seem to have any effect on their distance perceptions. However, relative to country-level factors, individual-level antecedents seem to have rather limited explanatory power as predictors of overall psychic distance perceptions, lending support to the widely-employed practice of operationalizing psychic distances through country level indicators. In addition to these empirical findings, the study contributes by providing a theoretical social psychological framework for the understanding of how psychic distance perceptions are formed.

Organizations increasingly rely on algorithm-based HR decision-making to monitor their employees. This trend is reinforced by the technology industry claiming that its decision-making tools are efficient and objective, downplaying their potential biases. In our manuscript, we identify an important challenge arising from the efficiency-driven logic of algorithm-based HR decision-making, namely that it shifts the delicate balance between employees’ personal integrity and compliance toward favoring compliance. The reason is that algorithm-based HR decision-making may marginalize human sense-making, promote blind trust in rules, and replace moral imagination. We suggest that critical data literacy, ethical awareness, the use of participatory design methods, and private regulatory regimes within civil society can help overcome these challenges. Our paper contributes to literature on workplace monitoring, critical data studies, personal integrity and literature at the intersection between HR management and corporate responsibility.

Early life stress (ELS) affects stress- reactivity via limbic brain regions implicated such as hippocampus and amygdala. Social support is a major protective factor against ELS effects, while subjects with ELS experience reportedly perceive less of it in their daily life. The workplace, where most adults spend a substantial amount of time in their daily lives, might serve as a major resource for social support. Since previous data demonstrated that social support attenuates stress reactivity, we here used a psychosocial stress task to test the hypothesis that work-related social support modulates the effects of ELS. Results show decreased amygdala reactivity during stress in ELS subjects who report high levels of work- related social support, thereby indicating a signature for reduced stress reactivity. However, this effect was only observable on the neural, but not on the behavioral level, since social support had no buffering effect regarding the subjective experience of stress in daily life as well as regarding feelings of uncontrollability induced by the stress task. Accordingly, our data suggest that subjects with ELS experiences might benefit from interventions targeted at lowering their subjective stress levels by helping them to better perceive the availability of social support in their daily lives.