Aug 2026· Vifada Management and Social Sciences· 0 citations
TL;DR
The findings support generationally differentiated HR interventions for strengthening human–AI collaboration in higher education and contribute to SDGs 4, 8, and 9.
Abstract
Purpose: This study examines the simultaneous effects of digital skills, growth mindset, and organizational support on human–AI collaboration readiness among multigenerational academic workers, with generational cohort as a moderating variable.
Research Method: A sequential explanatory mixed-method design was employed. Quantitative data were collected from 280 academic workers at a public university in Indonesia using stratified random sampling and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The quantitative findings were further explored through semi-structured interviews with 12 key informants representing Generation X, Millennials, and Generation Z.
Results and Discussion: Organizational support emerged as the strongest and most consistent predictor of human–AI collaboration readiness across generations (β = 0.384; p < 0.001). Generational cohort significantly moderated the effects of digital skills (β = 0.110; p = 0.041) and growth mindset (β = 0.154; p = 0.004), with stronger effects among Generation Z workers. This pattern is identified as the “Generation Z Acceleration Effect.” The model explained 62.4% of the variance in collaboration readiness.
Implications: The findings support generationally differentiated HR interventions for strengthening human–AI collaboration in higher education and contribute to SDGs 4, 8, and 9.
Originality: This study integrates individual capabilities, psychological orientation, organizational support, and generational differences into a unified model of human–AI collaboration readiness and introduces the Generation Z Acceleration Effect.
This study investigated the mechanisms of artificial intelligence (AI) integration among knowledge workers by testing a dual-stage moderated mediation model. Based on the Ability-Motivation-Opportunity (AMO) framework and Job Demands-Resources (JD-R) theory, this study examines whether digital leadership and algorithmic transparency moderate the mediating effects of AI-induced job insecurity on human-algorithm symbiosis. This study used a cross-sectional quantitative design. Data were collected using purposive sampling from an expert niche consisting of 71 academic publishing managers, quality auditors, and academic staff in the higher education sector. Hypotheses were tested using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4 with 5,000 bootstrap samples. Contrary to mainstream narratives, the hypothesized dual-stage moderated mediation was not supported. Interestingly, AI-oriented AMO practices and digital leadership positively predicted AI-induced job insecurity, contradicting the expected mitigating effect. However, this heightened insecurity failed to mediate or impede collaborative performance. The Phase 1 model yielded an acceptable R2 = 0.638, while the Phase 2 model (R2 = 0.562) revealed a robust and highly significant direct effect of AMO practices on the establishment of human-algorithm symbiosis. This study challenges conventional assumptions about the "dark side" of AI integration by revealing the phenomenon of "instrumental pragmatism" in highly autonomous knowledge workers. These findings demonstrate that in specific academic settings, professionals bypass psychological trauma (job insecurity) and structural rhetoric (leadership vision), directly translating practical HR interventions (AMO) into effective human-AI collaborations. This research urges a shift in HR strategy from complex change management to direct capability building
Erina Rulianti, Ahmad Gunawan, Giri Nurpribadi et al.· Fundamental and Applied Mana...· 0 citations
Purpose: This study investigates the structural pathways driving the startup potential of Generation Z students in Romania’s post-transition economy. It examines the sequential relationship between Entrepreneurial Mindset (EM), Entrepreneurial Intentions (EIs), and Entrepreneurial Behavior (EB), focusing on the mediating role of intentions in bridging the gap between cognition and action. Design/methodology/approach: Using a quantitative explanatory design, data were collected through a two-stage hybrid framework from a sample of 215 Romanian business students associated with the Hackathon Innovation Labs (HILs), selected via a non-probability purposive sampling method. Hypotheses were tested using Structural Equation Modeling (SEM) with maximum likelihood estimation, supported by Confirmatory Factor Analysis (CFA) to ensure statistical rigor. Findings: Results confirm that EM is a robust predictor of EI, which significantly drives EB, explaining 45.2% of its variance. The findings highlight that intentions fully mediate the relationship, suggesting that a growth-oriented mindset turns into firm intentions to overcome institutional and cultural barriers. Originality: This research applies a rigorous SEM framework to a cohort of digital natives in an underrepresented Eastern European emerging market. It integrates mindset as a foundational cognitive precursor and provides empirical evidence of the sequential path to entrepreneurial behavior. Research limitations/implications: The study is limited by its sample size and geographic focus on Romanian business students. Future longitudinal research should explore external contingency factors, such as access to capital and ecosystem support, to validate model generalizability. Practical and social implications: Higher education should shift toward experiential programs like HILs, embedding credit-bearing hackathons and micro-credentials to foster an entrepreneurial mindset. Socially, sustaining this momentum with structured mentorship bridges the intention–action gap, transforming Gen Z’s digital potential into tangible economic value for the post-transition ecosystem.
O. Bărbulescu, E. Untaru· Administrative Sciences· 0 citations
Purpose – This study aims to bridge two seemingly contradictory leadership paradigms—talent management (merit-based) and populist leadership (accessibility-based)—into an integrated transformational mindset model for enhancing employee retention in developing regions. Drawing on data from local government in Indonesia, the research addresses a critical gap: how can public sector leaders simultaneously develop high-potential employees while remaining accessible and responsive to all staff?
Methodology – A sequential explanatory mixed-method design was employed. Quantitative data were collected from 442 civil servants across 25 regional work units in DKI Jakarta, Indonesia (January–April 2026). Structural equation modeling (PLS-SEM) was used to test the hypothesized relationships. Qualitative data were gathered through semi-structured interviews with 12 senior HR officials and agency heads to triangulate findings.
Findings – The results reveal that a talent-based transformational mindset significantly enhances modern HRM practices (β = 0.58, p < 0.001) and psychological ownership (β = 0.47, p < 0.01). Populist-oriented leadership directly strengthens employee–organization value congruence (β = 0.53, p < 0.001) and indirectly improves retention through trust in leadership (β_indirect = 0.38, p < 0.001). The interaction effect between talent-based mindset and populist mindset on retention was significant (β = 0.16, p < 0.01), indicating complementarity rather than substitution. Notably, retention was highest (mean = 5.94) when employees perceived their leaders as high on both dimensions.
Originality/Value – This study makes three original contributions to rural development and entrepreneurship literature. First, it reconciles the false dilemma between merit-based talent systems and accessible, people-centered leadership—a critical insight for developing regions where both institutional capacity and social trust are limited. Second, it provides a validated measurement model that can be replicated in other developing region contexts. Third, it offers actionable policy recommendations for local governments seeking to retain qualified civil servants while maintaining accountability to communities.
Practical Implications – For local governments in developing regions, the findings suggest that employee retention strategies cannot rely solely on HR systems or relational leadership alone; both are necessary and complementary. The integrated model offers a practical framework for leadership development programs tailored to rural and peri-urban contexts.
Karyono Karyono, Rizqon Hoeroni, Imam Sucipto et al.· Proceedings of the Internati...· 0 citations
A generational-management industry has grown around the premise that Baby Boomers, Generation X, Millennials, and Generation Z must be led differently because cohort membership shapes workplace outcomes. This study subjected that premise to a direct predictive test in one of the most generationally lopsided workforces in the Philippine public sector. Drawing on data from 350 employees of the Department of Social Welfare and Development Field Office 10 (DSWD-10), Northern Mindanao, selected through stratified random sampling, multiple linear regression analysis was conducted with four leadership styles (transformational, transactional, servant, and democratic), four employee engagement dimensions (vigor, dedication, absorption, and commitment), and dummy-coded generational cohorts (with Generation Z/Others as reference) simultaneously entered as predictors of composite organizational effectiveness. Findings showed that the model was highly significant, explaining more than three-fourths of the variance in organizational effectiveness, yet only three predictors carried significant unique effects: commitment to organizational goals, dedication, and democratic leadership. Transformational, transactional, and servant leadership lost their individual significance to multicollinearity, their effects absorbed by democratic leadership given the very strong inter-correlations among the styles. Most strikingly, every generational cohort dummy was non-significant despite Millennials and Generation Z composing the overwhelming majority of the workforce: knowing an employee’s generation adds nothing to the prediction of organizational effectiveness once leadership and engagement are accounted for. The findings warrant a partial rejection of the null hypothesis and a practical reorientation for public institutions: invest in participatory leadership and in the dedication and commitment of employees, and retire cohort-based programming in favor of person-centered management.
Edgar G. Requilme, Nenita I. Prado· International journal of res...· 0 citations
Purpose: This study analyzes the relationship between Digital ESG Leadership (DEL) and disclosure quality, strategic integration, and ESG performance at Indonesian technology companies.
Research Method: The study employed a non-experimental, longitudinal, document-based quantitative design. The data included eight technology companies with 39 firm-years of observations from 2019 to 2024. DEL was measured using dictionary-based scoring and contextual coding, while the relationships among variables were analyzed using panel data regression.
Results and Discussion: DEL is positively associated with the quality of ESG disclosure (β = 1.040; p < 0.001), strategic ESG integration (β = 0.997; p < 0.001), and ESG performance (β = 0.896; p < 0.001). These results indicate a statistical relationship, not causality, and should be interpreted with consideration of sample size and potential construct overlap.
Implications: Companies need to align their digital strategies with verifiable ESG targets, governance, and outcomes.
Originality: This study develops DEL as a construct that links digital leadership to the three dimensions of ESG implementation in the context of Indonesian technology companies.
I. Ferdiyansyah, R. Masman· Advances in Economics &...· 0 citations
Purpose: This study aims to examine the effects of Leader-Member Exchange (LMX) and Perceived Organizational Support (POS) on Job Crafting Behaviors (JCB) and to assess the mediating role of Readiness for Change (RFC) among Millennials and Generation Z employees in Jakarta’s creative industry.
Research Methodology: A quantitative, cross-sectional design was employed using survey data from 235 employees in Jakarta’s creative sector. Data were collected using a structured questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).
Results: The findings reveal that POS positively influenced RFC (? = 0.193, p = 0.030) and JCB (? = 0.350, p < 0.001), and LMX positively influenced RFC (? = 0.200, p = 0.036) and JCB (? = 0.307, p = 0.003). However, RFC did not significantly influence JCB (? = 0.066, p = 0.310) and did not mediate the relationships between LMX, POS, and JCB. These findings indicate that job crafting behaviors are more directly driven by relational and organizational support than by employees’ readiness for change.
Conclusions: This study extends Social Exchange Theory by showing that reciprocal relationships in dynamic work environments can directly drive proactive behaviors without relying on internal readiness mechanisms. It also provides new insights into job crafting by demonstrating that, within the creative industry, such behaviors are embedded in everyday work practices rather than emerging solely as responses to change.
Limitations: The study is limited to selected variables and a specific industry context, indicating the need for future research to incorporate additional individual and contextual factors across sectors.
Contributions: Organizations should prioritize strengthening direct relational (LMX) and organizational support (POS) rather than relying on Readiness for Change (RFC) mechanisms to drive job crafting behaviors.
Eva Andayani, A. Prasetya, Fakhirani Putri Herrizona· Studi Ilmu Manajemen dan Org...· 0 citations