{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,9,22]],"date-time":"2026-09-22T02:54:02Z","timestamp":1790045642542,"version":"4.0.1"},"reference-count":83,"publisher":"Frontiers Media SA","license":[{"start":{"date-parts":[[2026,7,29]],"date-time":"2026-07-29T00:00:00Z","timestamp":1785283200000},"content-version":"vor","delay-in-days":0,"URL":"https:\/\/creativecommons.org\/licenses\/by\/4.0\/"}],"content-domain":{"domain":["frontiersin.org"],"crossmark-restriction":true},"short-container-title":["Front. Psychol."],"abstract":"<jats:sec>\n                    <jats:title>Introduction<\/jats:title>\n                    <jats:p>As artificial intelligence (AI) becomes increasingly embedded in organizational workflows, understanding how human\u2013AI interactions shape employees\u2019 knowledge territorial behavior has become a critical issue in digital transformation. Drawing on conservation of resources theory, this study examines the differential effects of enhanced and impeded human\u2013AI interaction on employees\u2019 knowledge territorial behavior, with organizational dehumanization as the underlying psychological mechanism and paradoxical leadership as a boundary condition.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Methods<\/jats:title>\n                    <jats:p>We tested the hypotheses across two studies. Study 1 used a scenario-based experiment to establish the causal effects of different forms of human\u2013AI interaction. Study 2 employed a two-wave field survey to validate the full moderated mediation model in a real-world organizational context.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Results<\/jats:title>\n                    <jats:p>Enhanced human\u2013AI interaction was negatively associated with knowledge territorial behavior, whereas impeded human\u2013AI interaction was positively associated with such behavior. Organizational dehumanization significantly mediated these relationships. In addition, paradoxical leadership moderated these effects: higher levels of paradoxical leadership strengthened the negative effect of enhanced human\u2013AI interaction on organizational dehumanization and attenuated the positive effect of impeded human\u2013AI interaction on organizational dehumanization.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Discussion<\/jats:title>\n                    <jats:p>These findings reveal the double-edged effects of human\u2013AI interaction on employees\u2019 knowledge territorial behavior. This research extends the literature on the antecedents of knowledge territoriality, highlights organizational dehumanization as a key psychological mechanism, and identifies paradoxical leadership as an effective managerial approach for facilitating human\u2013AI collaboration in modern organizations.<\/jats:p>\n                  <\/jats:sec>","DOI":"10.3389\/fpsyg.2026.1854239","type":"journal-article","created":{"date-parts":[[2026,7,29]],"date-time":"2026-07-29T04:47:55Z","timestamp":1785300475000},"update-policy":"https:\/\/doi.org\/10.3389\/crossmark-policy","source":"Crossref","is-referenced-by-count":1,"title":["Different types of human\u2013AI interaction and employees\u2019 knowledge territorial behavior: the role of organizational dehumanization and paradoxical leadership"],"prefix":"10.3389","volume":"17","author":[{"given":"Ziyi","family":"Zhang","sequence":"first","affiliation":[{"name":"School of Economics and Management, Shihezi University","place":["Shihezi, China"]}],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Yuying","family":"Wu","sequence":"additional","affiliation":[{"name":"School of Law, Shihezi University","place":["Shihezi, China"]}],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"1965","published-online":{"date-parts":[[2026,7,29]]},"reference":[{"key":"ref1","doi-asserted-by":"publisher","first-page":"120","DOI":"10.24312\/paradigms100211","article-title":"Organizational justice, counterproductive work behavior and turnover intentions relation: mediation by dehumanization and moderation by gender","volume":"10","author":"Ahmed","year":"2016","journal-title":"Paradigms"},{"key":"ref2","doi-asserted-by":"publisher","first-page":"25","DOI":"10.1002\/ejsp.2190","article-title":"(still) modern times: objectification at work","volume":"47","author":"Andrighetto","year":"2017","journal-title":"Eur. 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