Dual effects of leader symbolization in AI adoption: A cross-cultural study of SMEs

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dc.contributor.authorTahir, Aqsa
dc.contributor.authorDin, Qaiser Mohi Ud
dc.contributor.authorZhang, Li
dc.date.accessioned2026-04-08T07:26:56Z
dc.date.available2026-04-08T07:26:56Z
dc.date.issued2026
dc.description.abstract-translatedThis study examines the dual impact of leaders’ artificial intelligence (AI) symbolization on employees’ job-crafting behaviors using a cross-cultural analysis of SMEs in China and Pakistan. Based on signaling theory, the study examines how organizational support acts as a crucial moderating factor in the ways that leaders’ overt acceptance of AI influences employee change readiness, perceived threat, and job crafting. The study employs partial least squares structural equation modeling (PLS-SEM, SmartPLS 4.0) to examine survey data collected from employees in AI-driven sectors in two countries: China (n = 195) and Pakistan (n = 165). The findings indicate that leaders’ AI symbolized concurrently fosters proactive job crafting and change readiness, while intensifying feelings of threat. The study reveals cross-cultural distinctions: in China’s policy-oriented AI environment, employees demonstrate increased dependence on leadership signals due to institutional support and collectivist principles, while in Pakistan’s developing AI sector, economic instability and skill deficiencies heighten threat perceptions. Organizational support serves as a crucial buffer, considerably alleviating adverse impacts in Pakistan and enhancing beneficial outcomes in both contexts. This research contributes to the literature on leadership symbolization and AI adoption by highlighting the contextual duality of leader influence across cultures. It provides pragmatic insights for SMEs undergoing AI transitions, highlighting the necessity for customized communication strategies and support systems to use AI’s advantages while alleviating employee apprehensions.en
dc.description.sponsorshipSupported by National Natural Science Foundation of China (award number: 72272043) and Heilongjiang Philosophy and Social Science Planning Project (award number: 22JYB221). All of the experimental procedures performed in this study involving human participants were conducted according to the Declaration of Helsinki and approved by the Institutional Review Board (IRB) of the School of Management at Harbin Institute of Technology; approval number [2023-15] dated 19 September 2023.en
dc.format21 s.cs
dc.format.mimetypeapplication/pdf
dc.identifier.doihttps://doi.org/10.15240/tul/001/2026-1-003
dc.identifier.issn2336-5604 (Online)
dc.identifier.issn1212-3609 (Print)
dc.identifier.urihttp://hdl.handle.net/11025/67552
dc.language.isoenen
dc.publisherTechnická univerzita v Libercics
dc.rightsCC BY-NC 4.0en
dc.rights.accessopenAccessen
dc.subjectsymbolizace umělé inteligence vůdcůcs
dc.subjectchování vůdcůcs
dc.subjectteorie signalizacecs
dc.subjectumělá inteligencecs
dc.subjectČínacs
dc.subjectPákistáncs
dc.subject.translatedleaders AI symbolizationen
dc.subject.translatedleadership behavioren
dc.subject.translatedsignaling theoryen
dc.subject.translatedartificial intelligenceen
dc.subject.translatedChinaen
dc.subject.translatedPakistanen
dc.titleDual effects of leader symbolization in AI adoption: A cross-cultural study of SMEsen
dc.typečlánekcs
dc.typearticleen
dc.type.statusPeer-revieweden
dc.type.versionpublishedVersionen
local.files.count1*
local.files.size700745*
local.has.filesyes*

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