Purpose: This study aims to reveal the role of artificial intelligence (AI) in the context of a front-line service meeting to understand how users accept AI technology-enabled service.Design/methodology/approach: This study collected 454 Korean employees through online survey methods and used hierarchical regression to test the hypothesis empirically.Findings: In the results, first, clarity of user and AI's roles, user's motivation to adopt AI-based technology and user's ability in the context of the adoption of AI-based technology increases their willingness to accept AI technology. Second, privacy concerns related to the use of AI-based technology weakens the relationship between role clarity and user's willingness to accept AI technology. And, trust related to the use of AI-based technology strengthens the relationship between ability and user's willingness to accept AI technology.Originality/value: This study is the first one to reveal the role of AI in the context of a front-line service meeting to understand how users accept AI technology-enabled service.摘要: 研究目的: 本研究旨在顯示在前線服務會議的情況下人工智能所扮演的角色，以便了解使用者如何接受人工智能科技化服務。研究的設計/方法/理念: 研究以網上問卷調查方式取得454名韓國僱員的數據，並使用層次迴歸分析，對假設進行以經驗為依據的測試。研究結果: 研究結果首先顯示、增強使用者願意接受人工智能科技的因素包括使用者與人工智能兩者角色的清晰度、使用者使用基於人工智能的科技的積極性、以及在應用基於人工智能科技的情況下使用者的能力。其次，與使用基於人工智能的科技有關的私隱問題會削弱角色清晰度與使用者是否願意接受人工智能科技之間的關係。而且，對使用基於人工智能的科技的信任會強化有關的能力與使用者是否樂意使用基於人工智能的科技之間的關係。研究的原創性/價值: 這是首個研究、去顯示在前線服務會議的情況下人工智能所扮演的角色，以便了解使用者如何接受人工智能科技化服務。

Purpose: Based on the conservation of resource theory, this study developed and tested the relationship between workplace ostracism and job performance. And it assumes that the direct link between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior is moderated by perceived organizational support.Design/methodology/approach: For this, this study used a survey method and multiple regression analyses with multisource data from 256 Korean employees and their supervisors.Findings: The results suggest the following. First, workplace ostracism was negatively associated with supervisor-rated in-role performance and organizational citizenship behaviors. Second, there was a stronger negative relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behaviors for employees with low as opposed to those with high levels of perceived organizational support.Originality/value: This study is the first one to examine the moderating effect of perceived organizational support on the relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior.

Purpose: Based on the conservation of resources theory, the purpose of this paper is to develop and test the relationship between workplace ostracism and psychological distress of male employees. And depending on the leader member exchange (LMX) theory, it assumes that the relationship between workplace ostracism and psychological distress of male employees is moderated by the LMX.Design/methodology/approach: For this, this study used a survey method and multiple regression analyses with multi-source data from 226 male Korean employees and their supervisors.Findings: The results suggest the following. First, workplace ostracism was positively associated with job tension, emotional exhaustion and depressed moods at work for male employees. Second, there was a stronger positive relationship between workplace ostracism and job tension, or emotional exhaustion for male employees with low, as opposed to those with high, levels of LMX.Originality/value: This study is the first one to examine the moderating effect of LMX on the relationship between workplace ostracism and psychological distress of male employees.

Social enterprises receive a lot of attention, because of their ability to balance social service-enhancing and profit-making activities. They can survive and have financial sustainability in markets and provide social services that would otherwise not be provided due to the failure of private or government provision. In the Korean context, social enterprises have another function – to provide jobs and increase employment rates in times of low economic growth and growing inequality. Given this situation, it is useful for researchers to investigate what types of partners provide particular sorts of resources to social enterprises and what types of resources from such partners may have mediating effects on the relationship between partnerships and the social performance of social enterprises. First, this research shows that all partners of social enterprises provide financial support and public and social partners provide marketing support, while private partners do not provide marketing support. However, no partners provide any managerial support. Second, public and social partners are helpful for the social performance of social enterprises but their financial support influences the social performance of social enterprises negatively. Private partners and their financial support also influence the social performance of social enterprises negatively.

This study applies human capital theory to link social entrepreneurs’ characteristics and the performance of social ventures. Especially, considering the dualistic nature of social ventures, we investigate two specific human capital of entrepreneurs, such as prior social experience and prior commercial experience. These are associated with the venture’s goal of social mission and profit generation, respectively. In the Korean context, social enterprises have another function to provide jobs and increase employment rates in the time of low economic growth and economic inequality. Given this situation, it is necessary that researchers investigate what human capitals of social entrepreneurs are helpful to obtain better social and commercial performance and what specific human capitals may have moderating effects on the relationship between the human capitals of social entrepreneurs and the social and commercial performance of social ventures. In the results, first, that the younger, the highly educated, or from more prestigious universities social entrepreneurs are, the better social performance their social ventures show. Second, the younger, the highly educated, or from more prestigious universities social entrepreneurs are, the better commercial performance their social ventures show. Third, when social entrepreneurs with prior social experience graduates from more prestigious, the better social performance their social ventures show than others. Finally, when social entrepreneurs with prior commercial experience have output function background, the better commercial performance their social ventures show than others.