human resources managers

Abstract: The rapid diffusion of generative artificial intelligence has raised concerns that knowledge work may become less dependent on human-to-human interaction. Yet because AI-generated outputs require interpretation, verification, and social legitimation, generative AI may instead increase collaboration among workers. We test these competing predictions using passively collected behavioral data from more than 12,000 knowledge workers observed over 13 months during the staged organizational rollout of an AI-powered assistant (Microsoft Copilot). Using two complementary quasi-experimental designs -- a staggered difference-in-differences model and a fixed-effects instrumental-variable approach -- we estimate the effects of generative AI on workers' collaboration behavior and social network structure. We estimate that generative AI increased collaboration time across communication channels and reshaped individual networks. Those using generative AI interacted with more colleagues and their networks became less clustered, indicating broadening in collaboration structures. At the same time, they also concentrated more of their collaboration on ties with stronger prior histories, deepening reliance on already trusted colleagues. Together, these findings suggest that, while generative AI changes how people work, it may not displace human-to-human interactions.

Abstract: Context: Existing research on the four-day workweek (4DWW) has primarily examined its introduction and short-term effects, with limited understanding of its long-term survival or its interaction with agile software development. Objective: We study how a reduced-hour 4DWW is introduced, adapted, institutionalized, and sustained under changing organizational and external conditions in an agile software organization. Method: We conducted a longitudinal single-case study of a software organization operating a 32-hour, four-day week. The study draws on 15 semi-structured interviews in 2022 and 2026, analyzed using qualitative content analysis. Results: The 4DWW is better understood as an evolving arrangement than a one-off intervention. After the introduction, teams redesigned coordination, communication, meetings, agile practices, and iterations to adapt to reduced working time. Once institutionalized, the 4DWW faced ownership change, economic downturn, and market and AI pressures. Rather than reverting to five-day workweek, employees absorbed these pressures through voluntary protective adaptations, while anticipating that a rollback would harm job satisfaction, organizational commitment, and employer image. Contribution: We contribute longitudinal evidence on sustaining 4DWW in agile software development and propose two conceptual artifacts: a lifecycle model of the 4DWW and a 4DWW survival matrix, explaining how external pressures and management rationale rollback risk.