Dustin Maneethai

Purpose: As artificial intelligence (AI) becomes increasingly embedded in everyday life and workplace operations, research has begun to document numerous organizational benefits, including enhanced efficiency and productivity. However, employees’ personal experiences with AI and how these experiences spill over into the work domain remain underexplored. Using sociomateriality as a sensitizing lens, we propose and test a sequential process in which personal AI use increases work-related AI use, further enhancing employees’ psychological capital, ultimately improving their service innovation performance. We further examine conscientiousness as an important boundary condition that moderates this pathway. Design/methodology/approach: Study 1 uses a three-wave survey of 438 service employees and employs structural equation modeling to test the hypothesized serial mediation. Study 2 extends this investigation by examining within-person dynamics using a daily experience sampling design with 121 participants and testing the moderating role of conscientiousness. Findings: Across both studies, personal AI use positively predicts employees’ work-related AI use, which in turn increases their psychological capital and subsequently service innovation performance. Moreover, employees lower in conscientiousness benefit more from AI use. Originality/value: This paper contributes to our understanding of personal AI use’s spillover effect in the work domain, suggesting AI use may introduce psychological affordances that were less evident in earlier technologies. Our research demonstrates that individual personality differences can influence the effectiveness of human–AI collaboration.

The recent backlash against Diversity, Equity, and Inclusion (DEI) creates a strategic paradox for hospitality and tourism (H&T) firms: the sector’s demographic and cultural diversity heighten the need for DEI initiatives even as such efforts face opposition. In response, we develop a framework that reframes DEI as the process safeguarding procedural fairness to ensure merit-based outcomes. We integrate identity-blind personnel scholarship (e.g., validity and KSAOs) with identity-conscious DEI research (e.g., structural bias and intergroup dynamics) to show how DEI practices mitigate bias that undermines merit. We further propose targeted moral appeals (care, fairness, loyalty, authority, purity) mapped to specific backlash mechanisms to strengthen perceived fairness of DEI-integrated systems. By grounding a moral appeal in shared standards of procedural and outcome fairness, this framework moves beyond the DEI business case rationale and provides pathways for future research.

Despite transformational leadership's (TFL) prominence as a universally effective leadership approach for almost 4 decades, theoretical tensions persist regarding its contextual contingency and temporal stability. To address these tensions, we build on Johns' (2006) conceptualization of context and examine whether occupation, location, and time shape the use and effectiveness of TFL. Synthesizing 625 samples conducted globally over 4 decades (937 TFL-outcome correlations; N = 200,732), we meta-analytically assess whether TFL's foundational assumptions of generalizability hold or whether its use and effectiveness depend on broader contextual features. Results show that while TFL continues to positively predict attitudinal (e.g., commitment, trust) and performance (e.g., task, creative) outcomes, significant contextual differences exist. Specifically, TFL levels and effects vary by occupational (i.e., leader position and job type), cultural, and temporal contexts, with mixed support for compensation versus congruence perspectives. Notably, moderator effects vary across outcome domains, with occupational and cultural moderators exerting stronger effects on attitudinal outcomes than on performance outcomes. These patterns suggest that the mechanisms underlying TFL effects differ across outcome domains and challenge the assumption that transformational leaders universally motivate followers to go beyond expectations. These findings extend TFL theory by clarifying its boundary conditions and highlighting the importance of integrating omnibus contextual features into TFL models. Practically, our study informs evidence-based leadership development by underscoring that transformational approaches are not universally applicable and require contextual tailoring to maximize their effectiveness. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Organizations and managers often implement workplace training programs aimed at fostering collaboration, belonging, and respect among employees. However, the effectiveness of these programs can be undermined when they are framed in ways that only resonate with some participants while alienating others. We propose that moral reframing can enhance the success of such initiatives by aligning messaging with a broader range of moral perspectives. Drawing on moral foundations theory, we identify five key dimensions, care, fairness, loyalty, authority, and purity, that shape how individuals interpret and respond to workplace training efforts. Although many programs emphasize care and fairness, individuals who prioritize loyalty, authority, and purity may perceive them differently, leading to disengagement, skepticism, or resistance. We argue that strategically framing training initiatives across multiple moral frameworks can foster greater engagement, buy-in, and overall effectiveness. Additionally, we offer practical recommendations for organizations to implement moral reframing strategies, ensuring that training efforts resonate with a wider audience and contribute to a more cohesive and productive workplace.