ABSTRACT
Technological breakthroughs such as artificial intelligence and sensors make human-robot collaboration a reality. Robots with highly reliable, specialised skills gain informal status in collaborative teams, but factors such as unstructured work environments and task requirements make robot error inevitable. So how do status differences of errant robots affect the desire for contact, and do team characteristics also have an impact? This paper describes an intergroup experiment using the Experimental Vignette Method (EVM), based on the Expectation Violation Theory, 214 subjects were invited to test the following hypotheses: (1) Errant robot status has an influence on employees' desire for contact and support for robotics research through negative emotions; (2) Team interdependence is a boundary condition for the effect of errant robot status on negative emotions. This paper contributes to the literature on employee reactions to robot errors in human-robot collaboration and provides suggestions for robot status design.
Complex human-robot collaboration inevitably leads to the phenomenon of robot errors. Based on this, we used an Experimental Vignette Method and found that differences in robot status design and human-robot team design features significantly affect employees' cognitive psychology after robot errors and reduce the negative consequences.
ABSTRACT
One of the purposes for superiors to abuse subordinates is to obtain a positive response from subordinates by conveying a negative attitude. However, abusive behavior cannot guarantee positive behaviors due to the differences in subordinates' characteristics, such as feedback seeking. Based on the conservation of resources (COR) theory, this study explores the relationship between abusive supervision by superiors and feedback seeking by subordinates in East Asian cultures. Questionnaires were collected from multiple time points and multiple sources. Datum analysis was performed on 318 paired questionnaires between employees and direct supervisors. The results showed that: (1) Employees' perceived face threat has a mediating effect on the relationship between abusive supervision and feedback seeking. (2) Self-affirmation of subordinates positively moderates the relationship between abusive supervision and perceived face threat. (3) Self-handicapping of subordinates positively moderates the relationship between perceived face threat and feedback seeking. This not only explains the mechanism of perceived face threat in the influence of abusive supervision on employees' feedback-seeking behavior, but also reveals the boundary effect of employees' self-affirmation and self-handicapping characteristics in it, which expands the theoretical explanation framework of the influence of abusive supervision on employees' feedback-seeking behavior and also provides new ideas for managers to better implement management in the organization.
ABSTRACT
All stellar-mass black holes have hitherto been identified by X-rays emitted from gas that is accreting onto the black hole from a companion star. These systems are all binaries with a black-hole mass that is less than 30 times that of the Sun1-4. Theory predicts, however, that X-ray-emitting systems form a minority of the total population of star-black-hole binaries5,6. When the black hole is not accreting gas, it can be found through radial-velocity measurements of the motion of the companion star. Here we report radial-velocity measurements taken over two years of the Galactic B-type star, LB-1. We find that the motion of the B star and an accompanying Hα emission line require the presence of a dark companion with a mass of [Formula: see text] solar masses, which can only be a black hole. The long orbital period of 78.9 days shows that this is a wide binary system. Gravitational-wave experiments have detected black holes of similar mass, but the formation of such massive ones in a high-metallicity environment would be extremely challenging within current stellar evolution theories.
