Christina Y. Jeong

The information and communication technology (ICT) value creation process is inherently unobservable. In addition to the direct effect of ICT on productivity, some information or knowledge can value through other knowledge activities. In this paper, we study the impact of ICT on productivity through R&D. We tested the mediating effect of R&D between ICT and productivity using panel data from 47 US industries from 1987 to 2013 from the Bureau of Labor Statistics. The results show that R&D partially mediates ICT and productivity. That is, ICT directly increases productivity, and some of its effects can be realized through R&D. Recipients who acquire knowledge through ICT have to interpret codified ideas and apply them to practice. The increased absorptive capacity that can be developed through R&D improves interpretation ability, allowing employees to share more complex ideas. Thus, ICT helps people to effectively communicate, but some information and knowledge can be realized and applied through R&D knowledge activities. This is the first study empirically examining the process of ICT value creation through R&D. It also provides practical guidelines for knowledge management, such as making decisions about ICT and R&D investments that are better done concurrently rather than individually to maximize their impact on productivity.

In current business climate, a firm’s information systems security is no longer independent from the industry’s broader security environment. A question arises, then, whether stock market values reflect the interdependence of security breaches and investments. In this paper, we used the event study methodology to investigate how a firm’s security breaches and IT security investments influence its competitors. We collected and reviewed 118 information security breaches and 98 IT security investment announcements from 2010 to 2017. We found substantial evidence supporting our hypothesis that information security breaches do, indeed, have a competition effect: when one firm is breached, its competitors have opportunities to absorb market power. For the IT security investment announcements, however, we observed the positive externalities, or contagion effect, in play: market investors feel that the security investments made by one firm increase the security level of the entire network, and hence, competitors also get benefits. Additionally, we found that the competition effect was higher when the breaches occurred after the preceding security investments than when there were no preceding investments before the breaches.

The increasing adoption of Enterprise Social Media (ESM) platforms has the potential to reshape how organizations predict workforce performance as it captures subtle digital interactions—which signals peer endorsements and collaborative support—that reflect hidden social dynamics.  Yet traditional analytics often overlook the layered significance of these interactions. To address this gap, we introduce Composite Interaction Centrality (CIC), a novel metric designed to predict employee work performance by integrating diverse interaction types—replies, likes, and post savings—each tied to distinct social theories (signaling, relational capital, and cognitive absorption). Unlike traditional single-layer centrality measures, the proposed metric captures the layered nature of ESM interactions  by leveraging the combined power of these overlooked signals to map employee networks holistically. Using multi-year ESM data from a sales company, we demonstrate that the CIC significantly outperforms traditional metrics in predicting employee sales performance. Moreover, we find that replies are three times more important than likes and 12.5 times more important than post saves in the hidden dynamics. CIC's effectiveness also varies by context, such as ESM social group membership, customer size, and employee experience. Methodologically, CIC bridges ESM and network science with a new composite framework that decodes diverse digital interactions into measurable performance signals. Practically, it equips managers to identify high and low performers in real time. By modeling these implicit social signals, this study contribute to predictive workforce analytics beyond static metrics. 

Socializing and informal communications among co-workers is known to play an important role at the workplace, as it can enhance work-related outcomes. As an increasing number of firms now have jobs that are fully or partially compatible with remote work after the pandemic, it is important to understand if online avenues of socializing would produce similar benefits. In addition, there are well-known gender disparities in reaping the work-related benefits of socializing in offline settings. However, whether these disparities would manifest with online socialization is unclear. Intrigued by these questions, we undertook an empirical effort to study the impacts of participating in online social groups on subsequent work-related participation levels, and whether online socializing had a greater effect on certain user groups. To empirically test this, we relied on the user-level participation data from an ESM software company that is used by thousands of companies. A difference-in-difference approach was used to contrast the change in workgroup participation of treated users who participate in social groups to the workgroup participation of control users who do not join social groups. To alleviate endogeneity concerns, we used various matching methods and constructed appropriate control groups to difference-out selection effects that are inherent in our context. Our results reveal that participation in social groups has a positive spillover on user participation in workgroups. We find that women tend to experience a larger spillover effect, indicating that online social groups help to connect female employees to others, which in turn spur them to contribute more to work related discussions. At the same time, the spillover effect has a greater impact among lower-ranked employees, suggesting that social group participation can alleviate participation concerns stemming from hierarchy asymmetry. We further find that the effect of social groups are greater among small groups and indirect participation (via post liking and favoriting) can also improve workgroup participation among a select set of users. Study implications are discussed.

In a highly digitalized society, fast-paced consumption of information along with the enormous amount of content on social media often make it difficult for users to distinguish fake information from objective facts. Consequently, the rampant propagation of fake news on the Internet has become a pressing societal concern. Understanding how individuals process online news is crucial to unveil why fake news spreads and how biased judgments are formed. Of particular interest is whether frequently occurring events that are more readily recalled are considered important or true in all contexts. Immediate recall can be used as a heuristic in assessing the authenticity of news, which could, in turn, influence the sharing of fake news. Despite this possibility, the literature is surprisingly silent on the role of the availability heuristic in influencing whether people share information, in particular fake news. In addition, the degree of reliance on heuristics is often dependent on individuals’ involvement with the issue. Thus, our study is mainly interested in assessing the interaction between availability and involvement on individuals’ intention to share news articles. Importantly, we assess if the use of the availability heuristic differs under exposure conditions to true versus fake news. 

We also provide deeper insights by examining the role of believability and novelty in mediating the focal relationship. To empirically test this role, we conducted a randomized experiment where we manipulated the availability and involvement of three news articles rooted in different contexts. Based on responses to these experimental conditions, our results reveal that high availability is considered more believable and less novel than low availability. Interestingly, the intention to share news is driven by availability effect regardless of the authenticity of the news is fake, which offers another explanation for why users spread fake news. In addition, our analyses reveal an interaction between availability and involvement. Highly involved individuals are more likely to share news that depicts highly available events, which we found to be driven by the perceived believability of the news. However, we found no difference in sharing intentions across news with high and low availability for individuals with low involvement. The results indicate that their decision to share is driven by both the perceived believability and novelty of the news.

The increasing demographic diversity in organizations underscores the importance of understanding the implications of women's participation in the workforce, particularly given the potential positive outcomes on organizational performance and innovation. Despite significant research on gender dynamics in the workplace, there remains a limited understanding of the impact of external factors, such as public trends of women's prominence, on gender disparity in organizational communications. This study addresses the research question: to what extent do published news articles on prominent women influence female employees' centrality within professional networks? The complexity of potential positive and negative consequences stemming from increasing female prominence in the workplace creates uncertainty in predicting the outcome based on previous literature. We propose an analysis plan that investigates the impact of various aspects of prominence on the centrality of female employees, as well as the potential outcomes of increased centrality on their promotion within the organization. By examining these critical aspects, this study aims to contribute to a more comprehensive understanding of the role of external factors in shaping gender dynamics and promoting gender equality in diverse organizational contexts.