Elizabeth Anne Solberg

• Arnestad, Mads Nordmo; Bigman, Yochanan E.; Solberg, Elizabeth Anne & Gray, Kurt J. (2025). Knowing How Personnel Selection Algorithms Compare With Human Recruiters Influences Their Perceived Trustworthiness. International Journal of Selection and Assessment. ISSN 0965-075X. 33(4). doi: 10.1111/ijsa.70028. Full text in Research Archive Show summary

  As the performance of artificial intelligence (AI) enabled algorithms to improve, so too increases the potential for them to beused to increase the efficiency and effectiveness of human resource management (HRM) decisions. Yet, public distrust in AIalgorithms could keep organizations from using this technology to improve HRM decision‐making. Here, we examine onefactor that may influence the perceived trustworthiness of AI algorithms used in HRM, specifically those used in personnelselection decisions. Drawing from organizational justice and trust theories, we posit that knowledge of how the algorithmcompares with human recruiters in terms of hiring members of traditionally discriminated demographic groups serves as afairness heuristic that affects the algorithm's perceived trustworthiness by increasing its perceived ability, benevolence, andintegrity. In three experimental studies (N = 1382), we show that when people are informed that an algorithm used in personnelselection results in more women or racial minorities being hired, as compared to selection decisions made by human recruiters,they perceive it as having higher ability, benevolence and integrity, and are more willing to adopt it and to follow its recom-mendations. The opposite is true when the algorithm is said to decrease the number of women and racial minorities beinghired. Our research suggests that auditing personnel selection decisions made using AI algorithms and communicating howthey compare with human recruiters in terms of their diversity, equity, and inclusion outcomes is important for the perceivedtrustworthiness and public acceptance of this technology.

• Bach, Tita Alissa; Kaarstad, Magnhild; Solberg, Elizabeth Anne & Babic, Aleksandar (2025). Insights into suggested Responsible AI (RAI) practices in real-world settings: a systematic literature review. AI and Ethics. ISSN 2730-5953. 5, p. 3185–3232. doi: 10.1007/s43681-024-00648-7. Full text in Research Archive Show summary

  AI-enabled systems have significant societal benefits, but only if they are developed, deployed, and used responsibly. We systematically review 45 empirical studies in real-world settings to identify suggested Responsible AI (RAI) practices to ensure that AI-enabled systems uphold stakeholders' legitimate interests and fundamental rights. Our findings highlight eleven areas of suggested RAI practices: harm prevention, accountability, fairness and equity, explainability, AI literacy, privacy and security, human-AI calibration, interdisciplinary stakeholder involvement, value creation, RAI governance, and AI deployment effects. Our findings also show that there are more discussions about how RAI is supposed to be practiced than existing RAI practices. Ad hoc implementation of RAI practices in real-world settings is concerning because almost 80% of the AI-enabled systems reported in the 45 included articles are applied in use cases that can be categorised as high-risk settings, and over half are reported in the deployment phase. Our findings also highlight the crucial role of stakeholders in ensuring RAI. Identifying stakeholders into user, non-user, and primary stakeholders can thus help understand the dynamics of the settings where AI-enabled systems are (to be) deployed and guide the implementation of RAI practices. In conclusion, although there is a consensus that RAI practices are a necessity, their implementation in realworld is still in its early day. The involvement of all relevant stakeholders is irreplaceable in driving and shaping RAI practices. There is a need for more comprehensive and inclusive RAI research to advance RAI practices in real-world settings.

• Adamska, Katarzyna; Solberg, Elizabeth Anne & Wong, Sut I (2025). On digital mindset: How our beliefs can shape perceptions of and responses to digital change. In Orel, Marko; Cerne, Matej & Wong, Sut I (Ed.), Humanizing the Digital Workspace: Creativity, Innovation and Leadership in the Age of Technology. Springer Nature. ISSN 9783031769016. doi: 10.1007/978-3-031-76902-3. Full text in Research Archive Show summary

  The speed at which digital technologies develop creates a demand to continually embrace new work tools and digitalized work processes. The current chapter acknowledges this expectation and makes a case for how people’s digital mindset, a set of generalized beliefs about personal and situational resources in the context of technological change, can influence their engagement with new digital technologies at work. In this chapter, we introduce the digital mindset concept and the fixed and growth beliefs about personal resources and zero-sum and expandablesum beliefs about situational resources that comprise it. We describe the influence that these different beliefs can have on a person’s perceptions of, reactions to, and efforts to use new digital technologies at work. We also present a framework for how these beliefs may interact in shaping responses. We then describe findings from two empirical studies, focussed on how digital mindset relates to (1) feelings of helplessness in virtual teams and (2) manager’s provision of development support to their employees. In the final section, we provide practical recommendations and present techniques aiming to assess and develop one’s digital mindset.

• Solberg, Elizabeth Anne; Kwei-Narh, Prosper A. & Bisio, Rossella (2024). Including Successful Performance In An Event's Causal Analysis: Test of Instructional Intervention. In Kołowrocki, Krzysztof & Kosmowski, Kazimierz T. (Ed.), Advances in Reliability, Safety and Security: ESREL 2024 Contributions: Part 5: Human Factors in System Reliability, Safety and Security & Occupational Safety. Polish Safety and Reliability Association. ISSN 9788368136043. p. 235–244. Full text in Research Archive
• Solberg, Elizabeth & Kwei-Narh, Prosper Ameh (2023). Human performance improvement tools and situation awareness in nuclear power plant outage work. In Brito, Mario P.; Aven, Terje; Baraldi, Piero; Cepin, Marko & Zio, Enrico (Ed.), ESREL 2023 - Proceedings of the 33rd European Safety and Reliability Conference : The Future of Safety in the Reconnected World, 3 – 7 September 2023, University of Southampton, United Kingdom. Research Publishing Services. ISSN 9789811880711. doi: 10.3850/978-981-18-8071-1_P296-cd. Full text in Research Archive Show summary

  Several human performance improvement tools (HPIs) are available to support the safe execution of work in scheduled maintenance outages in nuclear power plants (NPPs). Many can be conceived as “situation awareness tools” as they are intended to help outage workers form an accurate understanding of their task and surroundings and be sensitive to the presence of hazards and performance risks. Yet only a small selection of HPI tools have been explicitly linked to situation awareness. Furthermore, how these HPI tools improve situation awareness and, in turn, the safe execution of outage work, has not been thoroughly elaborated. In the present paper we address these limitations by conceptualizing how a broader range of HPI tools used in outages could prevent “situation awareness errors” in perceiving, comprehending, and projecting how a situation could develop. In doing so, we generate knowledge that can help NPP outage organizations and workers to make better decisions about the selection and use of HPI tools and direct future research on HPI tool usage and effectiveness.

• Park, Jinkyun & Solberg, Elizabeth (2023). Development of detailed questions for investigating the status of human and organizational factor (HOF) issue identifications from event investigation processes. In Brito, Mario P.; Aven, Terje; Baraldi, Piero; Cepin, Marko & Zio, Enrico (Ed.), ESREL 2023 - Proceedings of the 33rd European Safety and Reliability Conference : The Future of Safety in the Reconnected World, 3 – 7 September 2023, University of Southampton, United Kingdom. Research Publishing Services. ISSN 9789811880711. p. 733–740. doi: 10.3850/978-981-18-8071-1_P250-cd. Full text in Research Archive
• Solberg, Elizabeth; Adamska, Katarzyna; Wong, Sut I & Traavik, Laura E. Mercer (2022). When managers believe technological ability is fixed. Human Resource Management Journal. ISSN 0954-5395. p. 1–18. doi: 10.1111/1748-8583.12478. Full text in Research Archive Show summary

  Drawing from mindset theory, we predict that managers' fixed mindset about technological ability (FM-TA) will negatively influence the developmental support they provide to their employees and, in turn, their employees' engagement in digitalisation initiatives. Further, we predict that managers' FM-TA will have a disproportionate negative influence on female employees for whom negative stereotypes about technological ability exist. We test our hypotheses with two-wave field study data collected from 88 managers and 185 employees working in a Nordic banking institution. We find that managers' FM-TA relates negatively to their employees' experienced developmental support, and, in turn, their employees' efforts to approach new technology. Furthermore, our findings indicate that this negative, indirect relationship is more pronounced for female employees (estimate = −0.116, standard error [SE] = 0.052, p = 0.026) than male employees (estimate = −0.048, SE = 0.027, p = 0.071), although the interaction term (managers' FM-TA × employee gender) was not significant at the 95 percent confidence level (estimate = −0.266, SE = 0.0141, p = 0.058). Our study provides greater insight into the human resource management issues managers might have fostering employee engagement and inclusion in the digitalised workplace.

• Solberg, Elizabeth; Nystad, Espen & McDonald, Robert (2022). Situation awareness in outage work – A study of events occurring in U.S. nuclear power plants between 2016 and 2020. Safety Science. ISSN 0925-7535. 158. doi: 10.1016/j.ssci.2022.105965. Full text in Research Archive
• Wong, Sut I; Solberg, Elizabeth & Traavik, Laura E. Mercer (2022). Individuals' fixed digital mindset, internal HRM alignment and feelings of helplessness in virtual teams. Information Technology and People. ISSN 0959-3845. doi: 10.1108/ITP-04-2021-0310. Full text in Research Archive Show summary

  Purpose The present study investigates whether individuals having a fixed digital mindset (comprises fundamental beliefs about technological ability and organizational resources as work becomes more digitalized) experience greater helplessness working in virtual teamwork environments. The authors examine how perceived internal human resource management (HRM) alignment moderates the positive relationship expected between individuals' fixed digital mindset and feelings of helplessness. Together, the paper aims to contribute to a greater understanding of the personal and contextual factors that influence an individual's experience of helplessness in virtual team settings. Design/methodology/approach The authors test the hypotheses using time-lagged survey data collected from 153 information technology (IT) engineers working in virtual teams in Europe. Findings The authors find that individuals with higher levels of fixed digital mindset experience greater helplessness in virtual teamwork environments than individuals with lower levels. Furthermore, the authors find that having higher-fixed beliefs about organizational resources is positively related to helplessness when individuals perceive that the broader HRM system is misaligned with the virtual teamwork environment. Research limitations/implications The data were obtained from IT engineers in Europe, which is potentially limiting the generalizability of the authors' findings to other work contexts and cultures. Practical implications The authors' study helps leaders in virtual teamwork environments to better understand and manage the personal and contextual factors that could affect individuals' well-being and effective functioning in such settings. Originality/value The authors' research contributes to the scant literature investigating the personal characteristics important in virtual teamwork environments and the contextual factors important for aligning virtual teamwork designs with the organizational system. The authors extend this research by looking at personal and contextual factors together in a single model.

• Solberg, Elizabeth; Kaarstad, Magnhild; Eitrheim, Maren Helene Rø; Bisio, Rossella; Reegård, Kine & Bloch, Marten (2022). A Conceptual Model of Trust, Perceived Risk, and Reliance on AI Decision Aids. Group & Organization Management. ISSN 1059-6011. 47(2), p. 187–222. doi: 10.1177/10596011221081238. Full text in Research Archive
• Solberg, Elizabeth & Bisio, Rossella (2022). Improving Learning by Adding the Perspective of Success to Event Investigations. In Leva, Maria Chiara; Patelli, Edoardo; Podofillini, Luca & Wilson, Simon (Ed.), Proceedings of the 32nd European Safety and Reliability Conference (ESREL 2022). Research Publishing Services. ISSN 9789811851834. p. 1196–1203. doi: 10.3850/978-981-18-5183-4_R21-06-407-cd. Full text in Research Archive
• Solberg, Elizabeth; Sverdrup, Therese E.; Sandvik, Alexander Madsen & Schei, Vidar (2021). Encouraging or expecting flexibility? How small business leaders’ mastery goal orientation influences employee flexibility through different work climate perceptions. Human Relations. ISSN 0018-7267. p. 1–26. doi: 10.1177/00187267211042538. Full text in Research Archive Show summary

  The employee flexibility desired in changing and uncertain business environments is amplified in small business settings. How can small business leaders facilitate the employee flexibility needed in this context? In the present study, we proposed that mastery goal-oriented leaders who are concerned with learning and competence development would create a work climate that promoted employee flexibility in their firms. We tested our hypotheses with multi-wave, multi-level data collected from leaders and employees in 141 small accounting firms in Norway. Findings revealed that leaders’ mastery goal orientation (MGO) was positively related to employee flexibility through a work climate that encouraged learning and development (a mastery climate). Yet, we also found that leaders’ MGO was negatively related to employee flexibility through a work climate that emphasized the expectations to be adaptive and flexible (an adaptability climate). Taken together, our study suggests that leaders’ mastery goal orientation may fuel employee flexibility when encouraging flexible-related behavior yet backfire when they signal that the same behavior is expected.

• Solberg, Elizabeth; Lai, Linda & Dysvik, Anders (2021). When Midway Won’t Do: The Curvilinear Relationship Between Intrinsic Motivation and Willingness to be Flexible. Journal of Managerial Psychology. ISSN 0268-3946. 36(2), p. 156–169. doi: 10.1108/JMP-02-2020-0107. Full text in Research Archive Show summary

  Intrinsic motivation is held as critical for employees’ willingness to be flexible (WTBF). Yet empirical research suggests that employees who find work intrinsically satisfying could resist work changes. In this study, we predict that the relationship between intrinsic motivation and employees’ WTBF will become more positive as intrinsic motivation advances beyond moderate levels. We also examine the role developmental supervisor support plays in generating the critical threshold of intrinsic motivation needed for it to be positively related with WTBF. Our study provides insight into how and when intrinsic motivation increases employees’ WTBF and into the degree of developmental support needed to facilitate a positive relationship between these variables.

• Solberg, Elizabeth; Lapointe, Émilie & Dysvik, Anders (2020). You care about me, but can I count on you? Applying a psychological contract perspective to investigate what makes employees willing to be internally employable. International Journal of Human Resource Management. ISSN 0958-5192. 31(9), p. 1157–1179. doi: 10.1080/09585192.2020.1737832. Full text in Research Archive Show summary

  For this study, we adopted a psychological contract-based perspective to investigate whether the fulfillment of perceived developmental promises made to employees is positively related to their willingness to accept internal job-related changes when needed by the organization, a construct we refer to as the willingness to be internally employable. We also examined the role played by line managers in facilitating employees’ willingness to be internally employable by fulfilling perceived developmental promises. We tested our conceptual model with data collected from ninety-eight recently hired employees in a Norwegian organization under an initiative emphasizing employee development. We found that developmental promise fulfillment is more important for employees’ willingness to be internally employable in this context than any perceived provision of developmental inducements in isolation. Further, we found that employee perceptions of the developmental support provided by their line manager related positively to their willingness to be internally employable by way of developmental promise fulfillment; however, this was not the case with perceived developmental inducements. Our findings support the importance of developmental promise fulfillment in fostering employee willingness to be internally employable and the critical role played by line managers in fulfilling developmental promises that employees believe have been made by their organization.

• Solberg, Elizabeth; Traavik, Laura E. Mercer & Wong, Sut I (2020). Digital Mindsets: Recognizing and Leveraging Individual Beliefs for Digital Transformation. California Management Review. ISSN 0008-1256. 62(4), p. 105–124. doi: 10.1177/0008125620931839. Full text in Research Archive Show summary

  Employees’ beliefs about technological change, their “digital mindsets,” are likely to influence their engagement in, or withdrawal from, their company’s digital transformation initiatives. Employees’ beliefs regarding the malleability of personal ability (fixed/growth mindset) and their beliefs about the availability of situational resources (zero-sum/expandable-sum mindset) influence the extent to which they see new technologies as providing opportunities for professional growth or as encroaching on their ability to display competency. This article examines the implications for managing digital transformation.

• Wong, Sut I; Solberg, Elizabeth; Junni, Paulina & Giessner, Steffen Robert (2017). The role of human resource management practices in mergers & acquisitions. In Tarba, Shlomo Y.; Cooper, Cary L.; Sarala, Riikka M. & Ahammad, Mohammad F. (Ed.), Mergers and Acquisitions in Practice. Routledge. ISSN 9781138787780. p. 138–161. Full text in Research Archive
• Solberg, Elizabeth & Wong, Sut I (2016). Crafting one's job to take charge of role overload: When proactivity requires adaptivity across levels. Leadership Quarterly. ISSN 1048-9843. 27(5), p. 713–725. doi: 10.1016/j.leaqua.2016.03.001. Full text in Research Archive Show summary

  The present study investigates employees' job crafting behavior in the context of perceived role overload, and identifies employees' perceived ability to deal with work change (i.e., “perceived adaptivity”) and leaders' need for structure as moderators positively influencing this relationship. A two-wave panel field study of 47 leaders and 143 employees in a Norwegian manufacturing firm found that perceived role overload related negatively to employees' job crafting, as hypothesized. Employees' perceived adaptivity alone did not increase job crafting in role overload situations, as predicted. Rather, the relationship between perceived role overload and job crafting was only positive when employees' perceived adaptivity was high and their leaders' need for structure was low. Thus, employees' job crafting in role overload situations depends on the interactive fit between employees' and leaders' adaptive capabilities. Implications for the socially embedded theory of job crafting and leadership practice are discussed.

• Solberg, Elizabeth & Dysvik, Anders (2015). Employees’ Perceptions of HR Investment and Their Efforts to Remain Internally Employable: Testing the Exchange-Based Mechanisms of the ‘New Psychological Contract’. International Journal of Human Resource Management. ISSN 0958-5192. 27(9), p. 909–927. doi: 10.1080/09585192.2015.1045008. Full text in Research Archive
• Redmond, Elizabeth (2013). Competency models at work: the value of perceived relevance and fair rewards for employee outcomes. Human Resource Management. ISSN 0090-4848. 52(5), p. 771–792. doi: 10.1002/hrm.21560. Full text in Research Archive

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• Solberg, Elizabeth Anne; Adamska, Katarzyna; Wong, Sut I & Traavik, Laura E. M. (2025). Using artificial intelligence in human resource management decision-making: A managerial mindset and perceived risk perspective. Full text in Research Archive
• Solberg, Elizabeth Anne; Adamska, Katarzyna; Wong, Sut I & Traavik, Laura E. Mercer (2024). Managers with a fixed mindset about technological ability help employees less. LSE Business Review. Full text in Research Archive
• Wong, Sut I; Solberg, Elizabeth & Traavik, Laura E. Mercer (2021). Employee Mindset, HRM Misalignment, and Helplessness in Virtual Teams. Full text in Research Archive
• Traavik, Laura E. Mercer; Solberg, Elizabeth & Wong, Sut I (2020). Mindset over matter: Moving beyond technology-centric models in the context of digital transformation. Full text in Research Archive
• Solberg, Elizabeth; Traavik, Laura E. Mercer & Wong, Sut I (2019). Towards digital change: The importance of mindsets. Full text in Research Archive
• Solberg, Elizabeth; Traavik, Laura E. Mercer & Wong, Sut I (2019). When employees see digital transformation as a threat. BI Leadership Magazine. Full text in Research Archive
• Ødegård, Bente Bang & Solberg, Elizabeth (2019). Motiverte ansatte er mer fleksible. [Journal]. KLP-magazinet. Full text in Research Archive
• Solberg, Elizabeth; Traavik, Laura E. Mercer & Wong, Sut I (2018). Hvordan vi tenker kan avgjøre om vi lykkes. Kapital. ISSN 0332-5423. Full text in Research Archive
• Solberg, Elizabeth (2018). Developing adaptive performers. BI Leadership Magazine. Full text in Research Archive
• Solberg, Elizabeth; Traavik, Laura E. Mercer & Wong, Sut I (2018). Leveraging mindsets for digital change. Full text in Research Archive
• Solberg, Elizabeth; Traavik, Laura E. Mercer & Wong, Sut I (2018). Leveraging mindsets for digital change. Full text in Research Archive
• Solberg, Elizabeth (2017). Coping with changing job demands: How learning goal orientation and developmental supervisor support enhance adaptive performance. Full text in Research Archive
• Solberg, Elizabeth (2017). Learning to adapt: Examining a developmental process of adaptive performance and for whom it is more relevant. Full text in Research Archive
• Solberg, Elizabeth & Wong, Sut I (2017). Dealing with excessive job demands. BI Leadership Magazine. Full text in Research Archive
• Solberg, Elizabeth (2017). Developing Adaptive Performers. Full text in Research Archive
• Solberg, Elizabeth & Lai, Linda (2016). When midway won’t do: the consequences of mediocre development support on employee flexibility. Full text in Research Archive
• Solberg, Elizabeth & Dysvik, Anders (2015). Mastery support and employee flexibility: A goal-orientated perspective. Presented in the symposium, “Quality of motivation matters: on the importance of promoting autonomous and mastery oriented motivation in the workplace,” chaired by M. Gagné. Full text in Research Archive
• Solberg, Elizabeth & Wong, Sut I (2015). Crafting one’s job to cope with role overload: when proactivity requires adaptivity across levels. Presented in the symposium, “Proactivity at work: novel perspectives on effectiveness and social context,” chaired by K. Strauss and C. Uri. Full text in Research Archive
• Solberg, Elizabeth (2014). Competency models at work. BI Leadership Magazine. Full text in Research Archive
• Solberg, Elizabeth (2012). Competency models at work: the value of perceived relevance and fair rewards for employee outcomes. Full text in Research Archive
• Solberg, Elizabeth; Lai, Linda & Dysvik, Anders (2017). Adapting to Changing Job Demands: A Broadcast Approach to Understanding Self-Regulated Adaptive Performance and Cultivating It in Situated Work Settings. Handelshøyskolen BI. ISSN 9788282471220. Full text in Research Archive Show summary

  Although employees’ “adaptive performance” is increasingly important for maintaining both individual job performance and contributing to organizational performance, there continues to be only a superficial understanding of how, why, and when employees’ adapt to changing job demands in situated work settings (Jundt, Shoss, & Huang, 2015). The dissertation applies a broadcast method to extend understanding in this area, in that it includes three independent field studies that each elaborate a different process, and thus a different set of mechanisms that should be important for producing adaptive performance, enhancing the effectiveness of this behavior, and eliciting employees’ willingness to display it at work. The three studies distinctly contribute to a better understanding of the mechanisms that underlie adaptive performance and factors that facilitate it in situated work settings. Combined they sow the seeds upon which a better understanding of adaptive performance as self-regulated behavior can grow. Specifically, this dissertation contributes to a budding view of adaptive performance as self-regulated behavior (e.g., Chen & Firth, 2014; Jundt & Shoss, 2013), by providing preliminary insight into the self-regulated skill and behavioral revision processes that occurs as employees encounter and adapt to changing job demands, the self-regulated goal-striving and coping patterns that enable effective adaptive performance when changing job demands are high, and the ways in which external demands to adapt to changes at work become internalized, and therefore self-regulated. Second, the three studies collectively underline the need for supervisors to self-regulate their own behavior in order to provide the support important for developing adaptive performance to those employees who are less open to work change, less learning-oriented, and less intrinsically motivated. Thus, the dissertation appeals to research calling for managers to look beyond selection and staffing systems to provide the organization with adaptable employees, and take greater responsibility for cultivating self-regulated adaptive performance among existing staff – particularly those employees who are vulnerable to changing job demands (Moss, Dowling, & Callanan, 2009).

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