16卷 第2期
1.Department of Leadership & Organization Management, School of Management, Shandong University, Jinan, China
2.Institute of Philosophy, Chinese Academy of Social Sciences, Beijing, China
3.Modern Express, Nanjing, China
纸质出版日期：2025-03-24
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(2025). AI-Demand Abusive Supervision Triggers Follower Workplace Deviant Behavior: Intervening Role of Silence and AI Knowledge. 华夏人力资源管理学报, 16(2), 40-54.
Shaw Kang-Hwa,Du Yifei,Zhang Lili,et al.AI-Demand Abusive Supervision Triggers Follower Workplace Deviant Behavior: Intervening Role of Silence and AI Knowledge[J].Journal of Chinese Human Resources Management,2025,16(02):40-54.
(2025). AI-Demand Abusive Supervision Triggers Follower Workplace Deviant Behavior: Intervening Role of Silence and AI Knowledge. 华夏人力资源管理学报, 16(2), 40-54. DOI： 10.47297/wspchrmWSP2040-800503.20251602.
Shaw Kang-Hwa,Du Yifei,Zhang Lili,et al.AI-Demand Abusive Supervision Triggers Follower Workplace Deviant Behavior: Intervening Role of Silence and AI Knowledge[J].Journal of Chinese Human Resources Management,2025,16(02):40-54. DOI： 10.47297/wspchrmWSP2040-800503.20251602.
With the rapid development of artificial intelligence (AI) technology and its potential benefits for enterprise management
more companies are applying AI in the workplace. The increasing demand for AI within organizations may
however
trigger negative emotional experiences among employees
particularly when leaders use abusive supervision practices to force followers to adopt AI. This could provoke negative behavioral reactions among employees. Considering the process of digital transformation in enterprises
research has
to date
paid limited attention to the mechanisms by which AI-demand abusive supervision affects follower behavior. To address this research gap
this study draws on social exchange theory to examine how AI-demand abusive supervision influences follower workplace deviant behavior
through the mediating role of silence. We also explore the moderating role of AI knowledge in the relationship between abusive supervision and workplace deviant behavior. We tested our hypotheses using 295 participants from a two-wave survey in China. The results indicate that AI-demand abusive supervision strengthens organizational and interpersonal workplace deviant behavior. Contrary to expectations
follower silence did not mediate the relationship between AI-demand abusive supervision and organizational deviance; however
it did mediate interpersonal deviance. Additionally
although AI knowledge negatively moderates the relationship between AI-demand abusive supervision and both organizational and interpersonal deviant behavior
it does not moderate the relationship between AI-demand abusive supervision and silence behavior. This study's findings have important implications for enterprise management. Organizations should establish effective communication channels regarding AI implementation
to encourage employees to express their opinions and reduce silence. Furthermore
providing AI technology training can enhance employees' understanding and confidence in AI usage
thereby alleviating the negative emotions and behavioral responses caused by abusive supervision.
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