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Offloading under cognitive load: Humans are willing to offload parts of an attentionally demanding task to an algorithm
No full textReady, set, crisis – transitioning to crisis mode in local public administration
No full textLocal public administrations are typically the first responders during disruptive crisis events. Building on literature on fast-response organizations, this study theorizes on their ability to transition effectively from routine bureaucracy to crisis mode. Empirically, we study early responses to COVID-19 in Germany with agency-level survey data. The findings suggest that an effective switch between practices cannot be explained by crisis severity alone. Instead, organizational, technical, and individual preparedness of local administrations matter. These results provide insights into the conditions that enable administrations to respond effectively to crisis events, offering a comprehensive understanding of crisis management capabilities at the local level
Using Artificial Intelligence in Parliament - The Hellenic Case
No full textParliaments are looking into using artificial intelligence (AI) technology to do certain tasks. Reflecting on conceivable tools, fields of application, usage scenarios and needs, it is reasonable to expect AI-induced changes in parliaments. However, not much research has been done on how to use AI in the parliamentary workspace. This article contributes to the bridging of this gap by presenting empirical evidence for the future use of AI-based tools and services as well as open questions in a national parliament. The data were collected during a brainstorming exercise in 2020 and a virtual workshop in the Hellenic Parliament in 2021. The analysis sheds light in the prioritization of AI-based technologies within the parliamentary environment. In the course of the study, the relevance and the priority of 210 applications and topics of AI technologies in parliament have been investigated
How Do Intra-Organizational Networks Foster Contextual Resilience and Prepare MNCs For the New Normal? Insights from a Case Study
No full textThis paper explores how intra-organizational networks promote contextual organizational resilience in multinational companies (MNCs). According to Lengnick-Hall et al. (2011), the contextual elements of resilience are psychological safety, social capital, power diffusion, and network resources. Since multinational companies are, by definition, geographically dispersed and heterogeneous, the study investigates the extent to which a network structure promotes contextual resilience and thus prepares MNCs for the new normal.The results of a case study conducted in an MNC are presented. The study was conducted during the Covid-19 pandemic (2020), and the pandemic was used as an example of shock to analyze how the network influences resilience during a shock. The results demonstrate that a cohesive network can promote contextual resilience by increasing connection and thus psychological safety, social capital, power diffusion, and access to network resources. With its focus on interaction, exchange, and relationship in addressing challenges and opportunities, this research aims to contribute to a relational view of economy (Wieland 2020, Biggiero et al. 2022)
