I vs. robot: Sociodigital self-comparisons in hybrid teams from a theoretical, empirical, and practical perspective

This article in the journal Gruppe. Interaktion. Organisation. (GIO) introduces sociodigital self-comparisons (SDSC) as individual evaluations of own abilities in comparison to the knowledge and skills of a cooperating digital actor in a group. SDSC provide a complementary perspective for the acceptance and evaluation of human-robot interaction (HRI). As social robots enter the workplace, in addition to human-human comparisons, digital actors also become objects of comparisons (i.e., I vs. robot). To date, SDSC have not been systematically reflected in HRI. Therefore, we introduce SDSC from a theoretical perspective and reflect its significance in social robot applications. First, we conceptualize SDSC based on psychological theories and research on social comparison. Second, we illustrate the concept of SDSC for HRI using empirical data from 80 hybrid teams (two human actors and one autonomous agent) who worked together in an interdependent computer-simulated team task. SDSC in favor of the autonomous agent corresponded to functional (e.g., robot trust, or team efficacy) and dysfunctional (e.g., job threat) team-relevant variables, highlighting the two-sidedness of SDSC in hybrid teams. Third, we outline the (practical) potential of SDSC for social robots in the field and the lab.

When Are the Bigger Fish in the Small Pond Better Citizens? A Multilevel Examination of Relative Overqualification in Workgroups

In this study, we extend overqualification research to employees' social context of workgroup membership. Drawing upon social comparison theory and integrating with social exchange theory, we contend that employees' relative overqualification (ROQ, defined as individual overqualification relative to other group members' overqualification perceptions) is associated with their relative standing with their leader (measured as LMXSC, leader–member exchange social comparison), which in turn relates to employees' organizational citizenship behaviors (OCB). Furthermore, we assert that workgroup structural attributes and individual values (leader span of control and power distance orientation) influence the ROQ–LMXSC–OCB relationship. Multilevel modeling using data from 243 employees nested in 36 workgroups suggested patterns of moderated mediation where leader span of control and employee power distance orientation moderate the indirect link between ROQ and OCB through LMXSC. That is, the indirect relationship between ROQ and OCB is stronger in workgroups with a narrow leader span of control and for employees high in power distance orientation. Implications and directions for meso- and group-level research are discussed.