We examine how social media plays the role of an attention driver for traditional media. Social media attracts and channels attention to a topic. This attention triggers people to seek further information that is reported professionally in traditional media. Specifically, the volume of social media posts about a stock influences the attention to this stock the next day, proxied by the viewership of news articles on the same stock published the next day. We test this hypothesis in the stock market context because social media is less likely than traditional media to diffuse fundamental information in the stock market. Analysing stock-related news articles and stock-related social media posts from Sina Finance and Sina Weibo, we find that the social media post volume of a stock at time t-1 is associated with the traditional media viewership of the same stock at time t. This effect is amplified when social media sentiment about the stock is more intense or positive, and with an increase in the volume of verified social media posts about the stock. Our results provide evidence that social media platforms act as attention drivers, which differ from the information channel functions discussed in prior literature.

Artificial Intelligence (AI) has been argued to offer a myriad of improvements in how we work and live. The notion of AI comprises a wide-ranging set of technologies that allow individuals and organizations to integrate and analyze data and use that insight to improve or automate decision-making. While most attention has been placed on the positive aspects companies realize by the adoption by the adoption and use of AI, there is a growing concern around the negative and unintended consequences of such technologies. In this special issue we have made a call for research papers that help us explore the dark side of AI use. By adopting a dark side lens, we aimed to expand our understanding of how AI should be implemented in practice, and how to minimize or avoid negative outcomes. In this editorial, we build on the notion of responsible AI, to highlight the different ways in which AI can potentially produce unintended consequences, as well as to suggest alternative paths future IS research can follow to improve our knowledge about how to mitigate such occurrences. We further expand on dark side theorizing in order to uncover hidden assumptions of current literature as well as to propose other prominent themes that can guide future IS research on AI adoption and use.

Technology has facilitated platform-mediated work, and individuals are often encouraged to engage with technology using various digital solutions. However, for platform workers, the use of technology can lead to digital overload, which may negatively impact their burnout and performance. In this paper, we examine the interplay between individuals’ cognitive absorption in technology and technology overload in predicting gig workers’ creative output. Using empirical data from 263 Amazon Mechanical Turk platform workers, we show that cognitive absorption positively predicts gig workers’ creativity. However, moderated-mediation analysis shows that in the case of high technology overload, cognitive absorption with technology leads to burnout and reduces creativity levels of the workers

Business intelligence (BI) technologies have received much attention from both academics and practitioners, and the emerging field of business analytics (BA) is beginning to generate academic research. However, the impact of BI and the relative importance of BA on corporate performance management (CPM) have not yet been investigated. To address this gap, we modeled a CPM framework based on the Integrative model of IT business value and on information processing theory. Data were collected from a global survey of senior managers in 337 companies. Findings suggest that the more effective the BI implementation, the more effective the CPM-related planning and analytic practices. BI effectiveness is strongly related to BA, planning and to measurement. In contrast, BA effectiveness is strongly related to planning but less so to measurement. The study suggests that although both BI and BA contribute to corporate management practices, the information needs are different based on the level of uncertainty versus ambiguity characteristic of the management practice.

This article examines the “chicken‐egg” two‐way relationships between online consumer reviews and sales, and assesses the dual influencer and indicator roles of online consumer reviews in relation to purchase behavior. Considering the time factor, we adopt the methodology of Granger causality test and track 3,390 products on Amazon.com over a 2‐month period. The results reveal that a causality loop exists between online consumer review volume and sales. Specifically, our findings indicate that the volume of negative consumer reviews drive consumers' purchasing decisions, but the volume of positive consumers reviews only marginally affects purchasing decisions. Also, consumers generate more positive reviews than negative reviews after sales. Our results highlight the importance of negative consumer reviews; negative reviews not only lead to sales, but sales, in turn, lead to higher volume of negative reviews. The findings suggest an alternative strategy for practitioners to address negative online consumer reviews and highlight the awareness effect of online consumer review postings that can later convert into purchase behaviors.

Extant studies suggest implementing a business intelligence (BI) system is a costly, resource‐intensive and complex undertaking. Literature draws attention to the critical success factors (CSFs) for implementation of BI systems. Leveraging case studies of seven large organizations and blending them with Yeoh and Koronios's (2010) BI CSFs framework, our empirical study gives evidence to support this notion of CSFs and provides better contextual understanding of the CSFs in BI implementation domain. Cross‐case analysis suggests that organizational factors play the most crucial role in determining the success of a BI system implementation. Hence, BI stakeholders should prioritize on the organizational dimension ahead of other factors. Our findings allow BI stakeholders to holistically understand the CSFs and the associated contextual issues that impact on implementation of BI systems.