Parenting Journal · Volume 1 · Issue 3 · Licensed source edition
How and when artificial intelligence adoption promotes employee knowledge sharing? The role of paradoxical leadership and technophilia
Originally published 2025-05-21 · Frontiers in Psychology
Frontiers Media SA · DOI 10.3389/fpsyg.2025.1573587 ↗
AI / system type
Organizational AI adoption, technophilia and paradoxical leadership
Workplace evidenceExamines workers, organizations or AI at work. Participants are not necessarily parents; family benefits are not established by this evidence alone.
The AI connection
System or context examined: Organizational AI adoption, technophilia and paradoxical leadership. The source-specific system and study design determine what can be inferred.
Why this reading matters
The reading brings AI adoption, knowledge sharing and paradoxical leadership into a concrete discussion of humane work during technological change. It offers three-wave employee survey evidence or analysis, not a promise of organizational or family benefit.
Workplace evidence
Work, care and the whole person.
The workplace lens is AI adoption, knowledge sharing and paradoxical leadership. Source setting or population: 364 employees of one major Chinese travel company, surveyed in three waves two weeks apart. Parenting and child-development outcomes are not inferred from the workplace evidence.
Examines workers, organizations or AI at work. Participants are not necessarily parents; family benefits are not established by this evidence alone.
Editorial reading guide · Collaboration
What helps a team share knowledge when AI changes how work gets done?
This three-wave employee survey examines AI adoption, knowledge sharing and paradoxical leadership. Its TRICK home is Collaboration, an editorial reading path rather than a claim that the paper tests the full framework.
Study context
364 employees of one major Chinese travel company, surveyed in three waves two weeks apart
Age / stage: Adult workplace context; no child age range inferred
Read with three questions
- What helps a team share knowledge when AI changes how work gets done?
- What do this study’s design and population — 364 employees of one major Chinese travel company, surveyed in three waves two weeks apart — allow you to infer about another workplace?
- When considering AI adoption, knowledge sharing and paradoxical leadership, which decisions would need employee input before applying this reading to a working family’s circumstances?
Keep the limits in view
Single-company, time-lagged self-report associations cannot establish that AI adoption causes knowledge sharing; the travel-industry setting limits transfer.
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Original authorship, publication date, journal and DOI are preserved. This issue’s TRICK placement and reading questions are editorial additions, not claims made by the original authors.
Xiaoyue Hu; Hongyan Gao; Tesfaye Agafari; Minnie Qing Zhang; Rong Cong (2025). How and when artificial intelligence adoption promotes employee knowledge sharing? The role of paradoxical leadership and technophilia Frontiers in Psychology. https://doi.org/10.3389/fpsyg.2025.1573587
Permissions checked against the saved article notice; repository publication notices screened 2026-11-05. This is not a new peer-review decision. The source authors and publishers are not represented as endorsing this issue.