Written by Lucas Meyer
Published in Vol 6 Issue 1, 2026
Technology-mediated organizing increasingly redistributes decision activity, visibility, expertise, and control across managers, employees, and computational systems. Yet prevailing debates often separate responsible leadership, algorithmic accountability, worker inclusion, and human-centered design, leaving organizations without a coherent conceptual account of what leadership responsibility means when consequential work is technologically mediated. This Original Conceptual Framework Article de
Written by James Walker
Published in Vol 6 Issue 1, 2026
Digitally managed organizational control systems increasingly shape how work is observed, evaluated, allocated, rewarded, and corrected. Yet the organizational problem is not simply that digital technologies intensify control; it is that they redistribute visibility, discretion, and interpretive authority in ways that may provoke heterogeneous employee responses. This Critical Review Article examines how measurement and surveillance practices become behavioral discipline, how workers interpret t
Written by Ali Hassan
Published in Vol 6 Issue 1, 2026
Organizations increasingly operate through interconnected arrangements of human judgment, digital infrastructures, algorithmic systems, and formal accountability structures. These arrangements do not merely support work execution; they shape how actors coordinate, exercise influence, interpret information, and become responsible for consequences. This Original Behavioral-Systems Theory Article develops a conceptual synthesis explaining how organizational architectures distribute behavioral possi
Written by Chen Hao
Published in Vol 6 Issue 1, 2026
Organizations increasingly allocate informational, evaluative, coordinative, and sometimes executive functions to algorithms, artificial intelligence systems, data objects, and robots. Yet organizational theory still often treats such technologies either as passive tools or as quasi-autonomous agents, obscuring how their influence is produced through relationships with human actors, organizational rules, and work arrangements. This original relational theory article develops a proposed Relationa
Written by Andreas Müller
Published in Vol 6 Issue 1, 2026
Organizations increasingly coordinate work through relationships among employees, managers, teams, digital systems, and artificial intelligence, yet influential human-resource frameworks still often begin from the premise that people and their capabilities are resources possessed, configured, and deployed by firms. This original conceptual framework article argues that this vocabulary is increasingly incomplete for technology-mediated work because it under-specifies relational interdependence, d
Written by Maria Silva
Published in Vol 6 Issue 1, 2026
Automation promises faster and more scalable work, yet its consequences for human expertise remain unsettled. Systems that improve assisted performance can also reduce task participation, alter legitimate knowledge, intensify reliance, and narrow everyday learning opportunities. This Critical Review Article examines that expertise paradox by integrating evidence on tacit knowledge, skill dependency and deskilling, informal workplace learning, and conditions that may preserve expertise inside aut
Written by Paolo Ricci
Published in Vol 6 Issue 1, 2026
Organizational decisions are increasingly produced through infrastructures that combine managerial judgment, datafication, algorithmic recommendation, monitoring, and automated classification. This expansion complicates conventional fairness analysis because a decision may be explained yet remain difficult to challenge, formally reviewable yet practically irreversible, or corrected without repairing the trust damaged by the original process. This Original Conceptual Framework Article develops a
Written by Emily Johnson
Published in Vol 6 Issue 1, 2026
Advanced artificial intelligence is increasingly incorporated into interdependent work in ways that blur the familiar distinction between organizational tool and social collaborator. Existing scholarship explains human–AI teaming, algorithmic control, anthropomorphism, social presence, trust, and professional-role identity, yet these literatures remain fragmented when workers begin to interpret AI as a relationally consequential participant in work. This Original Conceptual Theory Article develo
Written by Alejandro Torres
Published in Vol 6 Issue 1, 2026
Technological change alters not only what employees do but also which forms of competence become visible, credible, and consequential inside organizations. Existing accounts often emphasize automation, augmentation, work design, or identity disruption separately, leaving underdeveloped the organizational process through which changing visibility of skill becomes translated into altered standing. This Original Conceptual Framework Article develops a proposed Competence-Politics Framework to expla
Written by Siti Rahman
Published in Vol 6 Issue 1, 2026
Artificial intelligence is increasingly embedded in organizational tasks that once depended primarily on human judgment, memory, interpretation, and discretion. Yet describing work as AI assisted says little about who retains meaningful authority, which cognitive operations are delegated, or who remains answerable when consequential outcomes follow. This Original Propositional Model Article develops an evidence-informed account of those distinctions. It integrates work-design, agency, delegation
Written by Peter Novak
Published in Vol 6 Issue 1, 2026
Technology-mediated work increasingly complicates a basic organizational question: who receives credit when valued outcomes arise from combinations of employee effort, technological capability, algorithmic coordination, and managerial interpretation? Existing research explains important parts of this problem through studies of digital visibility, algorithmic control, human–artificial intelligence collaboration, performance management, and technologically mediated judgment, yet these literatures
Written by Luis Herrera
Published in Vol 6 Issue 1, 2026
Organizational decision systems increasingly mediate recruitment, evaluation, allocation, scheduling, monitoring, and other consequential workplace processes. Debate about workplace inequality, however, often treats algorithmic bias as a technical property of models rather than as an organizational process involving data, objectives, authority, participation, work design, and accountability. This Critical Review Article evaluates that broader systems problem. It synthesizes recent peer-reviewed
Written by Omar Khalid
Published in Vol 6 Issue 1, 2026
Organizations increasingly pursue change through compressed schedules, overlapping initiatives, rapid iteration, and recurrent restructuring, yet the temporal demands imposed by change are rarely matched explicitly to the time employees require to interpret events, regulate emotion, integrate prior experience, and reorganize action. This Original Temporal Theory Article develops the proposed Temporal Theory of Emotional Lag to explain how such mismatches may contribute to adaptive difficulty wit
Written by Ivan Petrov
Published in Vol 6 Issue 1, 2026
Algorithmic work systems are commonly evaluated through technical properties such as accuracy, reliability, consistency, or predictive performance. These properties are important but incomplete when algorithms also allocate work, shape discretion, structure evaluation, influence consequential judgments, and redistribute authority between employees, managers, and computational systems. This Original Conceptual Framework Article develops an organizational-safety perspective centered on employees’
Written by Thabo Nkosi
Published in Vol 6 Issue 1, 2026
Contemporary work systems increasingly combine digital monitoring, algorithmic coordination, flexible employment, intensified performance demands, and decentralized responsibility. These arrangements can create efficiencies and discretion while also reshaping whether workers are treated as persons with worth, agency, social standing, and legitimate claims over the conditions of their work. This integrative review examines human dignity through four connected domains: meaning and worthwhile contr
