This paper examines an often-overlooked cost of managing human–AI collaborations: how such management can shape leaders’ moral relativism and increase the risk of unethical behaviour at work. Drawing on moral relativism theory and evidence from experiments and field data across the US and China, the study also shows how leaders’ need for cognitive closure can weaken these effects.
Authors and affiliations:
• Guohua He (Shenzhen University)
• Dan Ni (Sun Yat-sen University)
• Puchu Zhao (Xiamen University)
• Xin Qin (Sun Yat-sen University)
