It's Amazing – But Terrifying!: Unveiling the Combined Effect of Emotional and Cognitive Trust on Organizational Member' Behaviours, AI Performance, and Adoption
通过追踪一家公司引入AI的真实案例，发现组织成员有四种信任组合（完全信任、完全不信任、不安信任、盲目信任），不同信任下成员会操纵或隐藏数据，导致AI表现变差、信任下降、采纳停滞。
Abstract We conducted a qualitative, real‐life study where we tracked the introduction, implementation, and use of a new AI technology in a company. We identified four distinct trust configurations among organizational members: full trust (high cognitive/high emotional), full distrust (low cognitive/low emotional), uncomfortable trust (high cognitive/low emotional), and blind trust (low cognitive/high emotional). Furthermore, we found that organizational members exhibited distinct behaviours under the four trust configurations: Some responded by detailing their digital footprints, while others engaged in manipulating, confining, or withdrawing them. These behaviours triggered a ‘vicious cycle’, where biased (due to manipulation) and unbalanced and asymmetric (due to detailing, confining, or withdrawing) data inputs degraded AI performance, further eroding trust and stalling adoption. Our primary contribution is a model that explains how organizational members behave under different trust configurations and how these behaviours affect AI performance and, ultimately, AI adoption in organizations. We also provide valuable insights for managers.