2026-10-13T10:08:31Z https://www.scidb.cn/oai

10.57760/sciencedb.psych.000wd 2026-08-22T21:02:56Z

2026-08-22 A Study on Organizational GAI Change and Status Dynamics (Quasi-Field Experiment) doi:10.57760/sciencedb.psych.000wd en Study 1 adopted a quasi-field experiment design, with data analysts from a business intelligence firm in Jiangsu, China serving as participants. A three-wave longitudinal experiment was conducted among the same sample. To prevent cross-group information exchange and clearly examine the effects of organizational GAI change, we recruited analysts who had not participated in the internal beta test of GAI tools from two branches located in Nanjing and Wuxi, respectively.Baseline data were collected in Wave 1, including pre-change knowledge sharing and initial status rated by team peers, as well as self-reported demographic variables provided by participants. Two weeks later, the experimental manipulation was implemented, followed by measurements of manipulation checks, status threat appraisal, and status opportunity appraisal. After another two weeks, the Wave 3 survey was administered to collect peer-rated post-change knowledge sharing and status conferral.Responses were initially obtained from 119 analysts (59 individuals across 11 teams in the Nanjing branch; 60 individuals across 11 teams in the Wuxi branch). Multiple screening criteria were applied for data cleaning. After excluding one participant who failed the attention check and eight respondents exhibiting invariant response patterns or excessively short completion time, the final valid sample consisted of 110 analysts, with 55 participants evenly distributed within each of the 11 teams at the Nanjing branch and 55 participants evenly distributed within each of the 11 teams at the Wuxi branch. Organizational GAI change; Status cognitive appraisal; Knowledge sharing; GAI crafting; Status conferral lu kang da EMBARGO https://creativecommons.org/licenses/by-nc-nd/4.0/ dataset Science Data Bank