Publications of Emma Graupner

Artificial Intelligence (AI) agents introduce new challenges and opportunities across team processes. This study examines the impact of AI on transition, action, and interpersonal phases, and explores team processes central to human-AI collaboration. We surveyed 632 global virtual team members and interviewed nine AI experts. Survey results reveal that AI is seen as most useful during transition phases, less in action, and least in interpersonal phases. Usefulness ratings declined over time across all phases, especially interpersonal, indicating unmet expectations. Experts valued AI in action phases but expressed concerns about losing control during transition phases. Extending an established team processes model, we identify six processes and practices that foster effective human-AI collaboration: AI introduction, expectation management, positive storytelling, change management, navigating role shifts, and social interaction. Our findings highlight the need for targeted strategies to support these processes and manage perceptions of AI in teams.

This paper explores the integration of Artificial Intelligence (AI) into workplace teams and its influence on interpersonal dynamics. Drawing on Marks et al.'s (2001) team processes framework, we examine how AI influences interpersonal processes like conflict management, motivation, and affect management. Findings suggest that while AI can enhance objectivity, motivation, and efficiency, it may also introduce new tensions and anxieties about job security. We critically analyze both the opportunities and risks associated with AI integration, including the role of trust and individual perceptions. To address gaps in existing research, we outline a qualitative research agenda exploring the nature and distribution of interpersonal processes in human-AI teams. Preliminary interviews reveal that AI has strong motivational potential, though emotional responses vary, with some team members expressing fears and differing adaptation speeds.