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AbstractWe argue that a perfect storm of five conditions heightens the risk of harm to society from artificial intelligence: (1) the powerful, invisible nature of AI, (2) low public awareness and AI literacy, (3) rapid scaled deployment of AI, (4) insufficient regulation, and (5) the gap between trustworthy AI principles and practices. To prevent harm, fit-for-purpose regulation and public AI literacy programs have been recommended, but education and government regulation will not be sufficient: AI-deploying organizations need to play a central role in creating and deploying trustworthy AI in line with the principles of trustworthy AI, and taking accountability to mitigate the risks.

We argue that a perfect storm of five conditions heightens the risk of harm to society from artificial intelligence: (1) the powerful, invisible nature of AI, (2) low public awareness and AI literacy, (3) rapid scaled deployment of AI, (4) insufficient regulation, and (5) the gap between trustworthy AI principles and practices. To prevent harm, fit-for-purpose regulation and public AI literacy programs have been recommended, but education and government regulation will not be sufficient: AI-deploying organizations need to play a central role in creating and deploying trustworthy AI in line with the principles of trustworthy AI, and taking accountability to mitigate the risks.

This article aims to investigate the impact of employee perceptions of corporate social responsibility (CSR) on job embeddedness under the drastic circumstances of coronavirus disease 2019 (COVID-19). This study also investigated the role of organizational identification as a psychological mechanism linking employee perceptions of corporate social responsibility (CSR) to job embeddedness. Survey data were collected from 325 employees in banking industry of China and analyzed using partial least squares structural equation modeling (PLS-SEM). Results revealed that CSR to employees and organizational identification were positively and significantly related to job embeddedness, while CSR to customers, CSR to government, and CSR to society did not significantly predict job embeddedness. Organizational identification fully mediated the relationship between CSR to customers, CSR to government, CSR to society and job embeddedness, and partially mediated the relationship between CSR to employees and job embeddedness. The results suggest engaging in CSR activities can lead employees to identify themselves with the organization and enhance their embeddedness. The article concludes with several implications for practice and recommendations for future research.

There is a double standard in public responses to scandals: Nonprofits are penalized more harshly than commercial organizations for the same transgression (the "moral disillusionment effect"). However, previous research—focused on commercial organizations—has sometimes shown that a positive reputation can insure organizations against the negative effects of scandals. In light of this, we asked whether a second double standard exists when it comes to trust repair: Can nonprofits regain trust and consumer support more quickly than commercial organizations after apologizing? Two experiments ( combined N = 805), considering responses to sexual exploitation and fraud scandals, replicated and extended the moral disillusionment effect. Trust and consumer support were partially restored following an apology (and even a statement acknowledging the scandal without apologizing), but the rate of repair was the same for nonprofits and commercial organizations. Nonprofit managers should therefore implement internal controls to prevent violations and issue public responses when scandals emerge.