Linking organizational AI adoption to employee knowledge behaviours
The influences of appraisals and locus of control
Bibliographic Data
| ID | 17832209 |
|---|---|
| Authors | Feiyang Xu (0000-0002-0231-9408, Harbin Institute of Technology), Jing Qin (0000-0002-3293-0929, Harbin Institute of Technology), Dayong Zhang (0000-0001-8722-176X, Harbin Institute of Technology, corresponding author), Wengang Zhang (0000-0002-5480-5010, Anhui Polytechnic University) |
| Year | 2026 |
| Volume | 13 |
| Issue | 1 |
| Publication date | 2026-03-05 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Humanities and Social Sciences Communications (JOURNAL) |
| Journal identifiers | ISSN: 2662-9992 • E-ISSN: 2662-9992 |
| Publisher | Palgrave Macmillan (PUBLISHER • GB) |
| DOI | 10.1057/s41599-026-06829-5 |
| OpenAlex | W7133774561 |
| Language | EN |
| References cited | 60 |
Artificial Intelligence (AI) has been widely recognized as the pivotal force driving the Fourth Industrial Revolution. Its formidable capabilities have prompted a surge in organization adoption. However, there remains a notable lack of research exploring the ramifications of organizational AI adoption within the realm of knowledge management, particularly its impact on employees’ knowledge strategies. To address this gap, this study adopts the transactional theory of stress and coping and JD-R theory to examine how and under what conditions organizational AI adoption stimulates the complexities of knowledge sharing and knowledge hiding among employees. This study collected survey data from 324 research and development employees in China over three distinct time points. The findings reveal that the influence of organizational AI adoption on employees’ challenge or hindrance appraisals, and consequently their knowledge behaviours, hinges on their locus of control. Specifically, employees with an internal locus of control tend to view organizational AI adoption as a challenge, which subsequently encourages knowledge sharing (motivational process). Conversely, those with an external locus of control perceive organizational AI adoption as a hindrance, ultimately leading to knowledge hiding (strain process). The implications of these findings for both theory and practice are discussed
Knowledge sharing · Locus of control · Organizational learning · Perception · Realm · Transactional leadership · AI in Service Interactions · Cyberloafing and Workplace Behavior · Knowledge Management and Sharing
It's Beyond My Control
Rising with the machines
A Meta-Analytic Test of the Challenge Stressor–Hindrance Stressor Framework
The What, How, Why, and Where of Self-Construal
Turning their Pain to Gain
The merits of measuring challenge and hindrance appraisals
Culture and entrepreneurial potential
Behavioral Intention Formation in Knowledge Sharing
Self-determination in a work organization.
Why and when do people hide knowledge?
Extending the challenge-hindrance model of occupational stress
Generalized expectancies for internal versus external control of reinforcement.
Common method biases in behavioral research
Job demands–resources theory
The future of employment
The job demands-resources model of burnout.
Telecommuting, control, and boundary management
Changing the focus of locus (of control)
Should we be “challenging” employees
Development of the Work Locus of Control Scale
Self-defeating behavior patterns among normal individuals
Knowledge hiding in organizations
Supervisors' exceedingly difficult goals and abusive supervision
Factors affecting hotels' adoption of mobile reservation systems
Hotel employee's artificial intelligence and robotics awareness and its impact on turnover intention
Internal versus external control of reinforcement
Distinguishing optimism from neuroticism (and trait anxiety, self-mastery, and self-esteem)
Behavior in organizations as a function of employee's locus of control
Back-Translation for Cross-Cultural Research
| Citation velocity | historical |
|---|---|
| Highly cited | No |