Much of my research in this stream seeks to identify how novel technologies (e.g., behavior-tracking products, virtual reality, autonomous agents) influence organizational actors. In particular, I examine the unique psychological effects that novel technologies have on organizational actors’ perceptions and behaviors. These technologies are rapidly changing how organizational actors engage with their work and each other. Therefore, to effectively integrate these novel technologies into the workplace, it is critical to understand the effects that these technologies have on organizational actors and the mechanisms that underlie these effects. Toward this end, I explore how new technologies influence individuals’ perceptions, inter-personal dynamics, and performance.
Projects in this area
- Raveendhran, R., & Fast, N. J. (in press). Technology and social evaluation: Opportunities and challenges. In R. N. Landers (Ed.), The Cambridge Handbook of Technology and Employee Behavior. New York: Cambridge University Press.
In this chapter, co-author Nathanael Fast and I examine how novel technologies such as behavior tracking products and virtual reality technology have transformed three critical organizational functions – monitoring, communication, and coordination.
- Raveendhran, R., Fast, N.J., & Carnevale, P.J. Hiding Behind Technology: Managers Adopt Technology to Avoid Negative Evaluations (stage: finalizing manuscript; target: Journal of Applied Psychology).
In this paper, co-authors Nathanael Fast, Peter Carnevale and I explore how technology influences managers’ choices about how to monitor others. Specifically, we examine the conditions under which managers prefer technological products and tools over and above human experiences.
- Raveendhran, R. & Fast, N.J. Performance Effects of Using Behavior-Tracking Products to Monitor Employees (stage: finalizing manuscript; target: Journal of Applied Psychology).
In this paper, co-author Nathanael Fast and I examine how behavior tracking technologies influence employees’ performance.
- Raveendhran, R. & Fast, N.J. Abandonment of Behavior-Tracking Products (stage: data collection).
This paper focuses not on the consequences of using novel technologies, but rather, on understanding when and why employees abandon those technologies. Co-author Nathanael Fast and I examine this issue in the context of behavior-tracking products.
- Raveendhran, R., Fast, N.J. & Gratch, J. Autonomous Technologies and Organizational Power Dynamics (stage: theory development).
In a paper with co-authors Nathanael Fast and Jonathan Gratch, which is still early in its development, I examine how using autonomous robots (AR) as intermediaries in organizational hierarchies affects the power and status dynamics between managers and subordinates. We examine this in the context of risk taking and consider the importance of AR status in determining managers’ subjective power.
- Raveendhran, R., Fast, N.J. & Gratch, J. Autonomous Technologies and Employees’ Voice Behaviors (stage: theory development).
In this paper, co-authors Nathanael Fast, Jonathan Gratch and I examine how interacting with autonomous robots (AR) influences employees’ voice behaviors in the workplace.