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<p>Drawing on self-determination theory, this study investigates the double-edged effects of augmentation-based AI usage on newcomers’ organizational socialization. Specifically, we examine two distinct pathways, job crafting and work alienation, and further propose self-construal as a critical moderator. Using three-wave data from 595 employees in China, our results reveal that AI usage stimulates job crafting, which subsequently facilitates organizational socialization. Conversely, AI usage can induce work alienation, which in turn impedes organizational socialization. Moreover, independent self-construal moderates the indirect effect of AI usage on organizational socialization via job crafting, whereas interdependent self-construal moderates the indirect effect via work alienation. These findings advance research on AI usage and organizational socialization and offer implications for management practices.</p>

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Navigating onboarding in the artificial intelligence (AI) era: how augmentation-based AI usage shapes newcomers’ organizational socialization

  • 期刊论文

  • 发表日期：

    2026年6月19日

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  • Yunshuo Liu,
  • He Ding,
  • Enhai Yu,
  • Keni Song

摘要

Drawing on self-determination theory, this study investigates the double-edged effects of augmentation-based AI usage on newcomers’ organizational socialization. Specifically, we examine two distinct pathways, job crafting and work alienation, and further propose self-construal as a critical moderator. Using three-wave data from 595 employees in China, our results reveal that AI usage stimulates job crafting, which subsequently facilitates organizational socialization. Conversely, AI usage can induce work alienation, which in turn impedes organizational socialization. Moreover, independent self-construal moderates the indirect effect of AI usage on organizational socialization via job crafting, whereas interdependent self-construal moderates the indirect effect via work alienation. These findings advance research on AI usage and organizational socialization and offer implications for management practices.