Increasing Employees' Willingness to Share: Introducing Appeal Strategies for People Analytics

Increasingly digital workplaces enable advanced people analytics (PA) that can improve work, but also implicate privacy risks for employees. These systems often depend on employees sharing their data voluntarily. Thus, to leverage the potential benefits of PA, companies have to manage employees' disclosure decision. In literature, we identify two main strategies: increase awareness or apply appeal strategies. While increased awareness may lead to more conservative data handling, appeal strategies can promote data sharing. Yet, to our knowledge, no systematic overview of appeal strategies for PA exists. Thus, we develop an initial taxonomy of strategies based on a systematic literature review and interviews with 18 experts. We describe strategies in the dimensions of values, benefits, and incentives. Thereby, we present concrete options to increase the appeal of PA for employees.Comment: Peer-reviewed version accepted for publication in the proceedings of the 13th International Conference on Software Business (ICSOB 2022

Digital workplace transformation triggers a shift in the HR function: From resource manager to growth catalyst

Digital workplace technologies and changing demands of the workforce drive digital workplace transformation(DWT). In response to DWT, the human resources (HR) function implements people analytics (PA),which can either enable traditional HR reporting or facilitate novel personalizedemployee experiences.This either/or in leveraging PA induces a shift in the HR function’sidentity. Building upon paradox theoryand using the concept of identity, we investigate the occurring tensions in firms due to the implementation of digital workplace technologies. We use a two-staged qualitative research approach, consisting of an ethnographyat a company undergoing DWT, extended toinsights from 18 expert interviews from the field of PAfor theoretical generalization. We make two contributions. First, our findings suggest two HR identity archetypes: HR as resource managers vs. HR as growth catalyst. Second, we extend the paradoxical tension between these two archetypes to DWT literature questioning the pertinent view of identity metamorphosis

A Synthesized Perspective on Privacy and Transparency in the Digital Workplace

The pandemic crisis has made the digitalization of workplaces imperative for many organizations. Besides reorganizing work, rapid advances in technologies also enhance organizational efficiency and enable remote work. Having to work completely digitally imposes unprecedented transparency on employees. A major consequence of the transparent workplace is the emergence of employees’ privacy concerns. Even though the concepts of transparency and privacy are closely related, there is a research gap regarding the relationship between the two. Based on a conceptual approach and a systematic literature review, we postulate a synthesis of transparency and privacy in the digital workplace, and outline directions for future research. We discuss what makes the relationship between the two constructs double-edged by introducing the privacy-transparency paradox. This study therefore adds to the literature on privacy and transparency in the digital workplace and forms the basis for further studies

Between Differentiation and (Dis)Integration - Theoretical Explanations of a Post-Brexit European Union

The authors of this paper provide a critical analysis of the most prominent theoretical vehicles employed in studying differentiated integration in contemporary, post-Brexit Europe. They discuss the descriptive, explanatory, and interpretative potential of the selected theoretical approaches that are applied at the intersection of disintegration and European differentiation discourse. “The holy grail” of the theorising of the dynamic (and accelerating) processes of (dis)integration and differentiation remains undiscovered. Nevertheless, a constant search for theoretical explanation is needed in the in-depth analyses of the current state of the European Union

More self-organization, more control — or even both? Inverse transparency as a digital leadership concept

Digital innovations drive an organization's digital transformation. While numerous studies focus on digital product and service innovation, digital process innovation and novel business models, management and leadership concepts are primarily investigated as enabling framing conditions in previous contributions. However, management and leadership concepts have changed dramatically in the digital era. The rise of digital technologies has led to companies acquiring large amounts of data. Moreover, novel technical solutions facilitate the analysis and processing of this data, leading to an increase in organizational transparency. Traditional leadership theories fail to explain the influence of digitalization and increasing transparency of leadership. In a digitized world, managers often face a trade-off when using data for management purposes. On the one hand, transparency leads to decreasing information asymmetries, allowing managers to monitor employees' actions at low cost. On the other hand, employees demand self-organization and empowerment. In this context, new forms of control and employee engagement need to be designed. With our conceptual paper, we aim to provide a solution to the challenges of using transparency in leadership in a mutually beneficial way for managers and employees by introducing the concept of "inverse transparency." We develop the concept building on the existing literature on transparency and leadership. We see inverse transparency as the basis for a new type of digital innovation, which we introduce as digital leadership innovation. Thus, we enhance current research on leadership approaches and digital innovation and create a theoretical basis for further research

Zelltodmarker im Serum von Patientinnen mit Mammakarzinom bei der Vorhersage und frühzeitigen Beurteilung des Ansprechens auf eine neoadjuvante Chemotherapie

Derzeit gibt es keinen Parameter, der die Effizienz einer neoadjuvanten Chemotherapie bei Patientinnen mit Mammakarzinom sicher vorhersagen kann. Das Therapieansprechen kann erst nach Applikation mehrerer Chemotherapiezyklen anhand der Klinik und bildgebender Verfahren beurteilt werden. Eine präzise Beurteilung der biochemischen Reaktionen des Tumors auf die Therapie ist so nicht möglich. Aus diesem Grund sollte in dieser prospektiv angelegten Studie die Wertigkeit verschiedener zirkulierender Biomarker zur Vorhersage und frühzeitigen Beurteilung der Effizienz einer neoadjuvanten Chemotherapie bei Patientinnen mit Mammakarzinom untersucht werden. Mit MIF, sFAS, sICAM, tPAI-1, M30 und Nukleosomen wurden Biomarker ausgewählt, die apoptoseabhängig im Serum nachgewiesen werden können. Da die Apoptoserate bei malignen Erkrankungen dereguliert ist und durch Zytostatika gezielt beeinflusst wird, erschienen diese Apoptosemarker vielversprechend

A Journey, not a Destination—A Synthesized Process of Digital Transformation

Digital transformation (DT) continues to shake up firms and societies at large. Despite a growing number of studies covering a wide array of aspects of DT’s content, evidence of how DT unfolds in firms remains fragmented. Thus far, the literature has provided punctual insights into firms’ DT processes through single and multiple case studies. However, we lack a holistic understanding of the DT process. Adopting a qualitative meta-synthesis, we analyze 64 cases to inductively develop a DT process model depicting six phases (i.e., initiating, preparing, mobilizing, implementing, disseminating, and iterating). The process evolves on two levels—one rather sequential and one non-linear. We contribute to literature by introducing a synthesized process model tailored to DT’s complex nature. Besides, our model provides practitioners with a frame for assessing the progress of their DT journey and outlining a roadmap for their digital endeavor

Augmented Facilitation: Designing a multi-modal Conversational Agent for Group Ideation

Human facilitators face the challenge to structure and collect relevant insights from collaborative creative work sessions, which can suffer if they face a high workload. Hence, for effective value co-creation in organizational ideation we suggest an facilitation augmentation with a conversational agent (CA). CAs have the ability to support respective collaborative work by documenting and analyzing unstructured data. Following the design science research paradigm, and based on the literature about facilitation and human-AI collaboration, we derive design principles to develop a CA prototype that collects ideas from a group ideation session and displays them back in a structured (multi-modal) manner. We evaluate the CA by conducting four focus groups. Key findings show that the CA successfully distills and enriches information. Our study contributes to understanding the role of CA in augmenting facilitation and it provides guidance for practice on how to integrate these technologies in group meetings