Abstract
We conducted a real-time inductive study of the adoption and evolution of artificial intelligence (AI) technology within a company. We found that organizational members who were not owners of the AI technology reacted to it with fear, worry, and positive excitement. More importantly, we identified four types of virtual-world behaviors triggered by these reactions: manipulating one’s own digital trace, hiding one’s own digital trace, detailing one’s own digital trace, and messing up one’s own digital trace. These behaviors contributed to the effectiveness, level of adoption, and evolution of AI. We contribute to the literature on AI by developing a process model of AI adoption and evolution. We also contribute to AI research by proposing a concept of AI culture, defining it, and describing its role
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