Unlike traditional employer-employee relationships, contemporary digital platforms use algorithms to control and regulate the crowd workforce. Although prior research has expressed concerns over dehumanization stemming from algorithmic management, limited scholarly attention has been dedicated to exploring how human management can complement algorithmic approaches to address these concerns. Leveraging a case study of an on-demand food delivery platform during the COVID-19 pandemic, we developed a process theoretical model that uncovers several drivers and mechanisms essential for the transition from mechanistic algorithmic management to humanistic algorithmic management. This model elucidates the dynamic substitution and complementarity of human and algorithmic management through four key mechanisms: replacing and dampening, compensating, enabling, and synergizing. It also delineates effective humanistic management actions in scenarios in which algorithmic decisions are insufficient, which contributes to both performance and humanistic outcomes. In the realm of contemporary crowd workforce management, where digital platforms employ algorithms, this research sheds light on the unique and timely insights into the role of human managers in enhancing the strategic and humanistic values of algorithmic technology.

Green information technology (IT) initiatives cannot be implemented in isolation if they are to have a significant and lasting impact on environmental sustainability. Instead, there is a need to harness the collective IT resources of the diverse stakeholders operating in the interorganizational business networks that characterize the contemporary business landscape. This, in turn, demands an appropriate leadership structure. However, the notion of “green leadership” has not received adequate research attention to date. Using a case study of green IT implementation at China Mobile, the world's largest mobile telecommunications provider, this study seeks to shed light on the underlying process through which green leadership is achieved and subsequently enacted to facilitate collective green IT initiatives. With its findings, this study presents a process theory that complements the dominant, internally‐oriented perspective of green IT and provides practitioners with a useful reference for leveraging the collective IT resources of their network partners to contribute toward preserving the environment for future generations.