Toward Artificial Intelligence Compliance: Impacts and Mechanisms of Performance Feedback

References

• Adam M, Wessel M, Benlian A (2021) AI-based chatbots in customer service and their effects on user compliance. Electronic Markets 31(2):427–445.Crossref, Google Scholar
• Alahmad R, Robert L (2020) Artificial intelligence (AI) and IT identity: Antecedents identifying with AI applications. Anderson BB, Thatcher J, Meservy RD, Chudoba K, Fadel KJ, Brown S, eds. Americas Conf. Inform. Systems 2020 Proc. (Association for Information Systems, Atlanta), 2609–2619.Google Scholar
• Alvero AM, Bucklin BR, Austin JR (2001) An objective review of the effectiveness and essential characteristics of performance feedback in organizational settings (1985-1998). J. Organ. Behav. Management 21(1):3–29.Google Scholar
• Anand A, Sharma R, Kohli R (2020) The effects of operational and financial performance failure on BI&A-enabled search behaviors: A theory of performance-driven search. Inform. Systems Res. 31(4):1144–1163.Link, Google Scholar
• Babar Y, Burtch G (2020) Examining the heterogeneous impact of ride-hailing services on public transit use. Inform. Systems Res. 31(3):820–834.Link, Google Scholar
• Bala H, Venkatesh V (2015) Adaptation to Information technology: A holistic nomological network from implementation to job outcomes. Management Science 62(1):156–179.Link, Google Scholar
• Bandura A (1977) Self-efficacy: Toward a unifying theory of behavioral change. Psych. Rev. 84(2):191–215.Crossref, Google Scholar
• Bankins S, Formosa P (2023) The ethical implications of artificial intelligence (AI) for meaningful work. J. Bus. Ethics 185(3):725–740.Crossref, Google Scholar
• Bankins S, Ocampo AC, Marrone M, Restubog SLD, Woo SE (2024) A multilevel review of artificial intelligence in organizations: Implications for organizational behavior research and practice. J. Organ. Behav. 45(2):159–182.Crossref, Google Scholar
• Beaudry A, Pinsonneault A (2005) Understanding user responses to information technology: A coping model of user adaption. MIS Quart. 29(3):493–524.Crossref, Google Scholar
• Berente N, Gu B, Recker J, Santhanam R (2021) Managing artificial intelligence. MIS Quart. 45(3):1433–1450.Crossref, Google Scholar
• Bhargava A, Bester M, Bolton L (2021) Employees’ perceptions of the implementation of robotics, artificial intelligence, and automation (RAIA) on job satisfaction, job security, and employability. J. Tech. Behav. Sci. 6(1):106–113.Crossref, Google Scholar
• Blaine B, Crocker J (1993) Self-esteem and self-serving biases in reactions to positive and negative events: An integrative review. Baumeister RF, ed. Self-Esteem: The Puzzle of Low Self-Regard (Springer US, Boston), 55–85.Crossref, Google Scholar
• Brown SP, Cron WL, Slocum JW (1998) Effects of trait competitiveness and perceived intraorganizational competition on salesperson goal setting and performance. J. Marketing 62(4):88–98.Crossref, Google Scholar
• Bulgurcu B, Cavusoglu H, Benbasat I (2010) Information security policy compliance: An empirical study of rationality-based beliefs and information security awareness. MIS Quart. 34(3):523–548.Crossref, Google Scholar
• Burton-Jones A, Grange C (2013) From use to effective use: A representation theory perspective. Inform. Systems Res. 24(3):632–658.Link, Google Scholar
• Cao L, Chen C, Dong X, Wang M, Qin X (2023) The dark side of AI identity: Investigating when and why AI identity entitles unethical behavior. Comput. Human Behav. 143:107669.Crossref, Google Scholar
• Carden S, Holtzman N, Strube M (2017) Cahost: An Excel workbook for facilitating the Johnson-Neyman technique for two-way interactions in multiple regression. Frontiers Psych. 8(1):1–7.Google Scholar
• Carter M, Grover V (2015) Me, my self, and I(T): Conceptualizing information technology identity and its implications. MIS Quart. 39(4):931–957.Crossref, Google Scholar
• Carter M, Petter S, Grover V, Thatcher JB (2020) Information technology identity: A key determinant of IT feature and exploratory usage. MIS Quart. 44(3):983–1021.Crossref, Google Scholar
• Chang SC, Wei F, Xu L, Chen Z, Wang Y (2024) The effect of changes in negative feedback on task performance: The role of goal orientation and feedback utility. Chinese Management Stud. 18(1):129–145.Crossref, Google Scholar
• Chappelow C, McCauley C (2019) What good feedback really looks like. Harvard Bus. Rev. (May 13), https://hbr.org/2019/05/what-good-feedback-really-looks-like.Google Scholar
• Chen L, Hsieh JP-A, Chan KW (2024) Techno-service-profit chain: The impacts of IOT-enabled algorithmic customer service systems from an interdisciplinary perspective. MIS Quart. 48(3):1077–1120.Crossref, Google Scholar
• Chen L, Hsieh JP-A, Rai A (2022) How does intelligent system knowledge empowerment yield payoffs? Uncovering the adaptation mechanisms and contingency role of work experience. Inform. Systems Res. 33(3):1042–1071.Link, Google Scholar
• Chen Y, Ramamurthy K, Wen K-W (2012) Organizations’ information security policy compliance: Stick or carrot approach? J. Management Inform. Systems 29(3):157–188.Crossref, Google Scholar
• Chen X, Liu Z, Wei S, Liu Y (2021) Understanding the role of affordances in promoting social commerce engagement. Internat. J. Electronic Commerce 25(3):287–312.Crossref, Google Scholar
• Chen A, Yang T, Ma J, Lu Y (2023) Employees’ learning behavior in the context of AI collaboration: A perspective on the job demand-control model. Industrial Management Data Systems 123(8):2169–2193.Crossref, Google Scholar
• Chin WW, Marcolin BL, Newsted PR (2003) A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study. Inform. Systems Res. 14(2):189–217.Link, Google Scholar
• Chowdhury S, Budhwar P, Dey PK, Joel-Edgar S, Abadie A (2022) AI-employee collaboration and business performance: Integrating knowledge-based view, socio-technical systems and organisational socialisation framework. J. Bus. Res. 144(3):31–49.Crossref, Google Scholar
• Clayton S (2003) Environmental identity: A conceptual and an operational definition. Clayton S, Opotow S, eds. Identity and the Natural Environment: The Psychological Significance of Nature (MIT Press, Cambridge, MA), 45–65.Crossref, Google Scholar
• Cohen J (1988) Statistical Power Analysis for the Behavioral Sciences (Lawrence Erlbaum, New York).Google Scholar
• Crolic C, Thomaz F, Hadi R, Stephen AT (2022) Blame the bot: Anthropomorphism and anger in customer–chatbot interactions. J. Marketing 86(1):132–148.Crossref, Google Scholar
• D’Arcy J, Hovav A, Galletta D (2009) User awareness of security countermeasures and its impact on information systems misuse: A deterrence approach. Inform. Systems Res. 20(1):79–98.Link, Google Scholar
• Dimotakis N, Mitchell D, Maurer T (2017) Positive and negative assessment center feedback in relation to development self-efficacy, feedback seeking, and promotion. J. Appl. Psych. 102(11):1514–1527.Crossref, Google Scholar
• Dittmar H (2011) Material and consumer identities. Schwartz SJ, Luyckx K, Vignoles VL, eds. Handbook of Identity Theory and Research (Springer, New York), 745–769.Crossref, Google Scholar
• Dong JQ (2021) Technological choices under uncertainty: Does organizational aspiration matter? Strategic Management J. 42(5):898–916.Crossref, Google Scholar
• Dong JQ, Karhade PP, Rai A, Xu SX (2021) How firms make information technology investment decisions: Toward a behavioral agency theory. J. Management Inform. Systems 38(1):29–58.Crossref, Google Scholar
• Erickson D, Holderness DK, Olsen KJ, Thornock TA (2022) Feedback with feeling? How emotional language in feedback affects individual performance. Accounting Organ. Soc. 99:101329.Crossref, Google Scholar
• Fan SX, Duan SX, Deng H (2024) Improving digital work experience: An experimental investigation of IT identity and organization support. Industrial Management Data Systems 124(3):1107–1131.Crossref, Google Scholar
• Figueroa-Armijos M, Clark BB, da Motta Veiga SP (2023) Ethical perceptions of AI in hiring and organizational trust: The role of performance expectancy and social influence. J. Bus. Ethics 186:179–197.Crossref, Google Scholar
• Galletta DF, Hufnagel EM (1992) A model of end-user computing policy: Context, process, content and compliance. Inform. Management 22(1):1–18.Crossref, Google Scholar
• Gao Y, Rui H, Sun S (2023) The power of identity cues in text-based customer service: Evidence from Twitter. MIS Quart. 47(3):983–1014.Crossref, Google Scholar
• Gefen D, Straub D, Boudreau M-C (2000) Structural Equation modeling and regression: Guidelines for research practice. Comm. Assoc. Inform. Systems 4(1):1–76.Google Scholar
• Gkinko L, Elbanna A (2023) The appropriation of conversational AI in the workplace: A taxonomy of AI chatbot users. Internat. J. Inform. Management 69:102568.Crossref, Google Scholar
• Glikson E, Woolley AW (2020) Human trust in artificial intelligence: Review of empirical research. Ann. Management Rev. 14(2):627–660.Google Scholar
• Gnewuch U, Morana S, Hinz O, Kellner R, Maedche A (2023) More than a bot? The impact of disclosing human involvement on customer interactions with hybrid service agents. Inform. Systems Res. 35(3):936–955.Link, Google Scholar
• Goodman J, Cryder C, Cheema A (2013) Data collection in a flat world: The strengths and weaknesses of mechanical Turk samples. Behav. Decision Making 26(3):213–224.Crossref, Google Scholar
• Greene WH (2002) Econometric Analysis (Prentice Hall, Upper Saddle River, NJ).Google Scholar
• Greve HR (2002) Sticky aspirations: Organizational time perspective and competitiveness. Organ. Sci. 13(1):1–17.Link, Google Scholar
• Greve HR (2003) A behavioral theory of R&D Expenditures and innovations: Evidence from shipbuilding. Acad. Management J. 46(6):685–702.Crossref, Google Scholar
• Hacker P, Naumann F, Friedrich T, Grundmann S, Lehmann A, Zech H (2022) AI compliance: Challenges of bridging data science and law. J. Data Inform. Quality 14(3):1–4.Crossref, Google Scholar
• Hayes AF (2013) Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach (Guilford Press, New York).Google Scholar
• Herath T, Rao HR (2009) Protection motivation and deterrence: A framework for security policy compliance in organisations. Eur. J. Inform. Systems 18(2):106–125.Crossref, Google Scholar
• Herold DM, Greller MM (1977) Feedback: The definition of a construct. Acad. Management J. 20(1):142–147.Crossref, Google Scholar
• Hoever IJ, Zhou J, van Knippenberg D (2018) Different strokes for different teams: The contingent effects of positive and negative feedback on the creativity of informationally homogeneous and diverse teams. Acad. Management J. 61(6) 2159–2181.Crossref, Google Scholar
• Hornyak R, Rai A, Dong JQ (2020) Incumbent system context and job outcomes of effective enterprise system use. J. Assoc. Inform. Systems 21(2):364–387.Google Scholar
• Ilgen DR, Fisher CD, Taylor MS (1979) Consequences of individual feedback on behavior in organizations. J. Appl. Psych. 64(4):349–371.Crossref, Google Scholar
• Ilies R, Judge TA (2005) Goal regulation across time: The effects of feedback and affect. J. Appl. Psych. 90(3):453–467.Crossref, Google Scholar
• Ilies R, De Pater IE, Judge T (2007) Differential affective reactions to negative and positive feedback, and the role of self-esteem. J. Managerial Psych. 22(6):590–609.Crossref, Google Scholar
• Jarrahi MH, Askay D, Eshraghi A, Smith P (2023a) Artificial intelligence and knowledge management: A partnership between human and AI. Bus. Horizons 66(1):87–99.Crossref, Google Scholar
• Jarrahi MH, Kenyon S, Brown A, Donahue C, Wicher C (2023b) Artificial intelligence: A strategy to harness its power through organizational learning. J. Bus. Strategy 44(3):126–135.Crossref, Google Scholar
• Jasperson J, Carter PE, Zmud RW (2005) A comprehensive conceptualization of post-adoptive behaviors associated with information technology enabled work systems. MIS Quart. 29(3):525–557.Crossref, Google Scholar
• Jia N, Luo X, Fang Z, Liao C (2024) When and how artificial intelligence augments employee creativity. Acad. Management J. 67(1):5–32.Crossref, Google Scholar
• Joseph J, Klingebiel R, Wilson AJ (2016) Organizational structure and performance feedback: Centralization, aspirations, and termination decisions. Organ. Sci. 27(5):1065–1083.Link, Google Scholar
• Kelley S (2022) Employee perceptions of the effective adoption of AI principles. J. Bus. Ethics 178(4):871–893.Crossref, Google Scholar
• Kelley DP, Gravina N (2018) Every minute counts: Using process improvement and performance feedback to improve patient flow in an emergency department. J. Organ. Behav. Management 38(14):234–243.Google Scholar
• Kim YJ, Kim J (2020) Does negative feedback benefit (or harm) recipient creativity? The role of the direction of feedback flow. Acad. Management J. 63(2):584–612.Crossref, Google Scholar
• Kim B-J, Kim M-J (2024) How artificial intelligence-induced job insecurity shapes knowledge dynamics: The mitigating role of artificial intelligence self-efficacy. J. Innovation Knowledge 9(4):1–16.Crossref, Google Scholar
• King P (2016) When do students benefit from performance feedback? A test of feedback intervention theory in speaking improvement. Comm. Quart. 64(1):1–15.Crossref, Google Scholar
• Kluger AN, DeNisi A (1996) The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psych. Bull. 119(2):254–284.Crossref, Google Scholar
• Kühl N, Meske C, Nitsche M, Lobana J (2024) Investigating the role of explainability and AI literacy in user compliance. Preprint, submitted June 18, https://doi.org/10.48550/arXiv.2406.12660.Google Scholar
• Kuusela P, Keil T, Maula M (2017) Driven by aspirations, but in what direction? Performance shortfalls, slack resources, and resource-consuming vs. resource-freeing organizational change. Strategic Management J. 38(5):1101–1120.Crossref, Google Scholar
• Kwasnitschka D, Franke H, Netland TH (2024) Effects of feedback in manufacturing: A field experiment using smartwatch technology. J. Oper. Res. Management 70(1):933–956.Google Scholar
• Li X, Hsieh JP-A, Rai A (2013) Motivational differences across post-acceptance information system usage behaviors: An investigation in the business intelligence systems context. Inform. Systems Res. 24(3):659–682.Link, Google Scholar
• Li Y, Li Y, Chen Q, Chang Y (2024) Humans as teammates: The signal of human–AI teaming enhances consumer acceptance of chatbots. Internat. J. Inform. Management 76:102771.Crossref, Google Scholar
• Li J, Li M, Wang X, Thatcher JB (2021) Strategic directions for AI: The role of CIOs and boards of directors. MIS Quart. 45(3):1603–1643.Crossref, Google Scholar
• Liang H, Xue Y, Wu L (2013) Ensuring employees’ IT compliance: Carrot or stick? Inform. Systems Res. 24(2):279–294.Link, Google Scholar
• Litterer JA, Etzioni A (1964) A comparative analysis of complex organizations: On power, involvement, and their correlates. Amer. Sociol. Rev. 29(4):593–595.Crossref, Google Scholar
• Locke EA, Latham GP (2002) Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. Amer. Psych. 57(9):705–717.Crossref, Google Scholar
• Loewy S, Bailey J (2007) The effects of graphic feedback, goal setting, and manager praise on customer service behaviors. J. Organ. Behav. Management 27(3):15–26.Google Scholar
• Louro M, Pieters R, Zeelenberg M (2007) Dynamics of multiple-goal pursuit. J. Personality Soc. Psych. 93(2):174–193.Crossref, Google Scholar
• Luo X, Qin MS, Fang Z, Qu Z (2020) Artificial intelligence coaches for sales agents: Caveats and solutions. J. Marketing 85(2):14–32.Crossref, Google Scholar
• Lysyakov M, Viswanathan S (2023) Threatened by AI: Analyzing users’ responses to the introduction of AI in a crowd-sourcing platform. Inform. Systems Res. 34(3):1191–1210.Link, Google Scholar
• Ma M, Agarwal R (2007) Through a glass darkly: Information technology design, identity verification, and knowledge contribution in online communities. Inform. Systems Res. 18(1):42–67.Link, Google Scholar
• Malhotra MK, Ahire S, Shang G (2017) Mitigating the impact of functional dominance in cross-functional process improvement teams. Decision Sci. 48(1):39–70.Crossref, Google Scholar
• Malhotra NK, Kim SS, Patil A (2006) Common method variance in IS research: A comparison of alternative approaches and a reanalysis of past research. Management Sci. 52(12):1865–1883.Link, Google Scholar
• Man Tang P, Koopman J, McClean ST, Zhang JH, Li CH, De Cremer D, Lu Y, et al. (2022) When Conscientious employees meet intelligent machines: An integrative approach inspired by complementarity theory and role theory. Acad. Management J. 65(3):1019–1054.Crossref, Google Scholar
• Mirbabaie M, Brünker F, Möllmann Frick NRJ, Stieglitz S (2021) The rise of artificial intelligence: Understanding the AI identity threat at the workplace. Electronic Markets 32(1):73–99.Crossref, Google Scholar
• Ni D, Zheng X (2024) Does negative performance feedback always lead to negative responses? The role of trust in the leader. J. Occupational Organ. Psych. 97(2):623–646.Crossref, Google Scholar
• Parker O, Krause R, Covin J (2017) Ready, set, slow: How aspiration-relative product quality impacts the rate of new product introduction. J. Management 43(7):2333–2356.Crossref, Google Scholar
• Petter S, Straub D, Rai A (2007) Specifying formative constructs in information systems research. MIS Quart. 31(4):623–656.Crossref, Google Scholar
• Phillips JM, Hollenbeck JR, Ilgen DR (1996) Prevalence and prediction of positive discrepancy creation: Examining a discrepancy between two self-regulation theories. J. Appl. Psych. 81(5):498–511.Crossref, Google Scholar
• Podsakoff PM, MacKenzie SB, Lee J-Y, Podsakoff NP (2003) Common method biases in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psych. 88(5):879–903.Crossref, Google Scholar
• Pye J, Rai A, Dong JQ (2025) How hospitals differentiate health information technology portfolios for clinical care efficiency: Insights from the Hitech Act. Inform. Systems Res. 36(1):239–260.Link, Google Scholar
• Raisch S, Krakowski S (2021) Artificial intelligence and management: The automation–augmentation paradox. Acad. Management Rev. 46(1):192–210.Crossref, Google Scholar
• Reagans R (2005) Preferences, identity, and competition: Predicting tie strength from demographic data. Management Sci. 51(9):1374–1383.Link, Google Scholar
• Reetz NK, Whiting SW, Dixon MR (2016) The impact of a task clarification and feedback intervention on restaurant service quality. J. Organ. Behav. Management 36(4):322–331.Google Scholar
• Ryan R, Deci E (2000) Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. Amer. Psych. 55(1):68–78.Crossref, Google Scholar
• Salge T, Kohli R, Barrett M (2015) Investing in information systems: On the behavioral and institutional search mechanisms underpinning hospitals’ IS investment decisions. MIS Quart. 39(1):61–89.Crossref, Google Scholar
• Schles RA, Robertson RE (2019) The role of performance feedback and implementation of evidence-based practices for preservice special education teachers and student outcomes: A review of the literature. Teacher Ed. Special Ed. 42(1):36–48.Crossref, Google Scholar
• Schubert T, Otten S (2002) Overlap of self, ingroup, and outgroup: Pictorial measures of self-categorization. Self Identity 1(4):353–376.Crossref, Google Scholar
• Seeber I, Bittner E, Briggs RO, de Vreede T, de Vreede G-J, Elkins A, Maier R, et al. (2020) Machines as teammates: A research agenda on AI in team collaboration. Inform. Management 57(2):103174.Crossref, Google Scholar
• Simon LS, Rosen CC, Gajendran RS, Ozgen S, Corwin ES (2022) Pain or gain? Understanding how trait empathy impacts leader effectiveness following the provision of negative feedback. J. Appl. Psych. 107(2):279–297.Crossref, Google Scholar
• Sowa K, Przegalinska A, Ciechanowski L (2021) Cobots in knowledge work: Human–AI collaboration in managerial professions. J. Bus. Res. 125:135–142.Crossref, Google Scholar
• Straub LM, Lin E, Tremonte-Freydefont L, Schmid PC (2023) Individuals’ power determines how they respond to positive versus negative performance feedback. Eur. J. Social Psych. 53(7):1402–1420.Crossref, Google Scholar
• Stryker S, Burke PJ (2000) The past, present, and future of an identity theory. Social Psych. Quart. 63(4):284–297.Crossref, Google Scholar
• Stryker S, Serpe RT (1982) Commitment, identity salience, and role behavior: Theory and research example. Ickes W, Knowles ES, eds. Personality, Roles, and Social Behavior (Springer, New York), 199–218.Crossref, Google Scholar
• Sullivan Y, Fosso Wamba S (2024) Artificial intelligence and adaptive response to market changes: A strategy to enhance firm performance and innovation. J. Bus. Res. 174:114500.Crossref, Google Scholar
• Sykes TA (2020) Enterprise system implementation and employee job outcomes: Understanding the role of formal and informal support structures using the job strain model. MIS Quart. 44(4):2055–2086.Crossref, Google Scholar
• Tagliabue M, Sigurjonsdottir SS, Sandaker I (2020) The effects of performance feedback on organizational citizenship behaviour: A systematic review and meta-analysis. Eur. J. Work Organ. Psych. 29(6):841–861.Crossref, Google Scholar
• Tarakci M, Ateş NY, Floyd SW, Ahn Y, Wooldridge B (2018) performance feedback and middle managers’ divergent strategic behavior: The roles of social comparisons and organizational identification. Strategic Management J. 39(4):1139–1162.Crossref, Google Scholar
• Tong S, Jia N, Luo X, Fang Z (2021) The Janus face of artificial intelligence feedback: Deployment versus disclosure effects on employee performance. Strategic Management J. 42(9):1600–1631.Crossref, Google Scholar
• Toothaker LE (1994) Multiple regression: Testing and interpreting interactions. J. Oper. Res. Soc. 45(1):119–120.Google Scholar
• Torres CI, Crossler RE (2024) Promoting security behaviors in remote work environments: Personal values shaping information security policy compliance. Inform. Systems Res. 36(2):1183–1195.Google Scholar
• Trieu VH, Burton-Jones A, Green P, Cockcroft S (2022) Applying and extending the theory of effective use in a business intelligence context. MIS Quart. 46(1):645–678.Crossref, Google Scholar
• Turel O, Kalhan S (2023) Prejudiced against the machine? Implicit associations and the transience of algorithm aversion. MIS Quart. 47(4):1369–1394.Crossref, Google Scholar
• Van-Dijk D, Kluger AN (2004) Feedback sign effect on motivation: Is it moderated by regulatory focus? Appl. Psych. Internat. Rev. 53(1):113–135.Crossref, Google Scholar
• Van de Vijver FJR, Leung K (1997) Methods and Data Analysis for Cross-Cultural Research (Sage, Thousand Oaks, CA).Google Scholar
• Vance A, Lowry PB, Eggett D (2015) Increasing accountability through user-interface design artifacts: A new approach to addressing the problem of access-policy violations. MIS Quart. 39(2):345–366.Crossref, Google Scholar
• Vancouver J, Tischner E (2004) The effect of feedback sign on task performance depends on self-concept discrepancies. J. Appl. Psych. 89(6):1092–1098.Crossref, Google Scholar
• Venkatesh V (2000) Determinants of perceived ease of use: Integrating control, intrinsic motivation, and emotion into the technology acceptance model. Inform. Systems Res. 11(4):342–365.Link, Google Scholar
• Venkatesh V, Bala H (2008) Technology acceptance model 3 and a research agenda on interventions. Decision Sci. 39(2):273–315.Crossref, Google Scholar
• Venkatesh V, Morris MG, Davis GB, Davis FD (2003) User acceptance of information technology: Toward a unified view. MIS Quart. 27(3):425–478.Crossref, Google Scholar
• Vignoles VL, Schwartz SJ, Luyckx K (2011) Introduction: Toward an integrative view of identity. Schwartz SJ, Luyckx K, Vignoles VL, eds. Handbook of Identity Theory and Research (Springer, New York), 1–27.Crossref, Google Scholar
• Wei S, Chen X, Rice RE (2023) We can work it out: A multilevel examination of relationships among group and individual technology workarounds, and performance. J. Oper. Res. Management 69(6):1008–1038.Crossref, Google Scholar
• Wei S, Zhu F, Chen X (2021) Do stressors stifle or facilitate employees’ innovative use of enterprise systems: The moderating role of IT mindfulness. Inform. Tech. People 34(3):955–977.Crossref, Google Scholar
• Westphal M, Vössing M, Satzger G, Yom-Tov GB, Rafaeli A (2023) Decision control and explanations in human-AI collaboration: Improving user perceptions and compliance. Comput. Human Behav. 144(2):1–21.Google Scholar
• Wilk L, Redmon W (1998) The effects of feedback and goal setting on the productivity and satisfaction of university admissions staff. J. Organ. Behav. Management 18(1):45–68.Google Scholar
• Wong SI, Bunjak A, Černe M, Fieseler C (2021) Fostering creative performance of platform crowdworkers: The digital feedback dilemma. Internat. J. Electronic Commerce 25(3):263–286.Crossref, Google Scholar
• Wu T, Peng C-H, Sia CL, Lu Y (2024) Website Localization strategies to promote global e-commerce: The moderating role of individualism and collectivism. MIS Quart. 48(1):31–66.Crossref, Google Scholar
• Xiao J, Liu T, Chen Y (2017) The impact of performance feedback on work engagement—The mediating effect of psychological empowerment. Proc. IEEE Internat. Conf. Industrial Engrg. Engrg. Management (IEEE, Piscataway, NJ), 2199–2203.Google Scholar
• Xing L, Sun J-M, Jepsen D, Zhang Y (2023) Supervisor negative feedback and employee motivation to learn: An attribution perspective. Human Relations 76(2):310–340.Crossref, Google Scholar
• Xue Y, Liang H, Wu L (2011) Punishment, justice, and compliance in mandatory IT settings. Inform. Systems Res. 22(2):400–414.Link, Google Scholar
• Yin D, Bond S (2021) Anger in consumer reviews: Unhelpful but persuasive? MIS Quart. 45(3):1059–1086.Crossref, Google Scholar
• Yin M, Jiang S, Niu X (2024) Can AI really help? The double-edged sword effect of AI assistant on employees’ innovation behavior. Comput. Human Behav. 150:107987.Crossref, Google Scholar
• You S, Robert L (2024) Trusting and working with robots: A relational demography theory of preference for robotic over human co-workers. MIS Quart. 48(4):1297–1330.Crossref, Google Scholar
• Zhou J, Fang Y, Grover V (2022) Managing collective enterprise information systems compliance: A social and performance management context perspective. MIS Quart. 46(1):71–99.Crossref, Google Scholar