Paper Type
ERF
Abstract
With the explosive growth of Generative AI (GenAI), organizations face a dilemma between enhancing productivity and maintaining information security. The phenomenon of "Shadow AI", employees using unauthorized GenAI tools to improve efficiency, has become a pervasive governance challenge. This study adopts the lens of unethical pro-organizational behavior, proposing that Shadow AI usage is often driven by the benevolent motive of "benefiting the organization," leading employees into a conflict between compliance and performance. A quasi-experimental design with a 2 (Task Type: Intellective vs. Preference) × 2 (Organizational Identification: High vs. Low) will be conducted to investigate how employees rationalize rule-breaking under resource-constrained scenarios and analyzes the ambivalent emotional responses (i.e., feeling both proud and guilty) following such violations. The expected outcomes will transcend the limitations of traditional deterrence theory, offering tangible managerial implications and tiered governance strategies for organizations in the GenAI era.
Paper Number
1660
Recommended Citation
Huang, Hsieh-Hong, "Effects of Task Type and Organization Identification on Shadow AI Usage" (2026). AMCIS 2026 Proceedings. 30.
https://aisel.aisnet.org/amcis2026/sig_sec/sig_sec/30
Effects of Task Type and Organization Identification on Shadow AI Usage
With the explosive growth of Generative AI (GenAI), organizations face a dilemma between enhancing productivity and maintaining information security. The phenomenon of "Shadow AI", employees using unauthorized GenAI tools to improve efficiency, has become a pervasive governance challenge. This study adopts the lens of unethical pro-organizational behavior, proposing that Shadow AI usage is often driven by the benevolent motive of "benefiting the organization," leading employees into a conflict between compliance and performance. A quasi-experimental design with a 2 (Task Type: Intellective vs. Preference) × 2 (Organizational Identification: High vs. Low) will be conducted to investigate how employees rationalize rule-breaking under resource-constrained scenarios and analyzes the ambivalent emotional responses (i.e., feeling both proud and guilty) following such violations. The expected outcomes will transcend the limitations of traditional deterrence theory, offering tangible managerial implications and tiered governance strategies for organizations in the GenAI era.
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