Search results

Over the past decade, artificial intelligence (AI) technologies have rapidly advanced organizational management, with many organizations adopting AI-based algorithms to enhance employee management efficiency. However, there remains a lack of sufficient empirical research on the specific impacts of these algorithmic management practices on employee behavior, particularly the potential negative effects. To address this gap, this study constructs a model based on the psychological ownership theory, aiming to investigate how algorithmic management affects employees’ knowledge hiding.

This study validates the model through a situational experiment and a multi-wave field study involving full-time employees in organizations implementing algorithmic management. Various analytical methods, including analysis of variance, regression analysis and path analysis, were used to systematically test the hypotheses.

The study reveals that algorithmic management exerts a positive indirect influence on knowledge hiding through the psychological ownership of personal knowledge. This effect is particularly pronounced when employees have lower organizational identification, highlighting the critical role of organizational culture in the effectiveness of technological applications.

This study is among the first empirical investigations to explore the relationship between algorithmic management and employee knowledge hiding from an individual perception perspective. By applying psychological ownership theory, it not only addresses the current theoretical gap regarding the negative effects of algorithmic management but also provides new theoretical and empirical support for the governance and prevention of knowledge hiding within organizations in the context of AI algorithm application. The study highlights the importance of considering employee psychology (i.e. psychological ownership of personal knowledge) and organizational culture (i.e. organizational identification) under algorithmic management. This understanding aids organizations in better managing knowledge risks while maximizing technological advantages and effectively designing organizational change strategies.

During the centennial anniversary of Xinhai Revolution in 2011, the Chinese People’s Political Consultative Conference and the State Administration of Radio, Film, and Television supported the production of 1911 for celebrating such an important event that lead to the rise of the Republic of China in the contemporary Chinese history. This paper aims to reflect upon this film in relation to China’s propagation of “Greater China” for the Empire-building project.

By scrutinizing the film text and following the strait controversies over the film, this paper demonstrates how the Chinese Communist agents employed the coproduction model with Hong Kong for globalizing a cinematic discourse of Greater China in part of their Empire-building project.

The study challenges how contemporary Chinese history is ideologically and politically manipulated for advancing the Chinese Communist propaganda over Taiwan. The overall objective is to reflect upon the longstanding historical divergences that stand on the current geopolitical envision and strategy of China for reunification.

This paper provides an interdisciplinary reflection upon the intricate post-Cold War politics in part of the contemporary Chinese cinema under the China–Hong Kong coproduction model. The findings advance novel and timely insights into China’s current envision and strategy for reunification.