Deepfakes Unmasked: The Effects of Information Priming and Bullshit Receptivity on Deepfake Recognition and Sharing Intention.

The study aims to test whether simple priming of deepfake (DF) information significantly increases users' ability to recognize DF media. Although undoubtedly fascinating from a technological point of view, these highly realistic artificial intelligent (AI)-generated fake videos hold high deceptive potential. Both practitioners and institutions are thus joining forces to develop debunking strategies to counter the spread of such difficult-to-recognize and potentially misleading video content. On this premise, this study addresses the following research questions: does simple priming with the definition of DFs and information about their potentially harmful applications increase users' ability to recognize DFs? Does bullshit receptivity, as an individual tendency to be overly accepting of epistemically suspect beliefs, moderate the relationship between such priming and DF recognition? Results indicate that the development of strategies to counter the deceitfulness of DFs from an educational and cultural perspective might work well, but only for people with a lower susceptibility to believe willfully misleading claims. Finally, through a serial mediation analysis, we show that DF recognition does, in turn, negatively impact users' sharing intention, thus limiting the potential harm of DFs at the very root of one of their strengths: virality. We discuss the implications of our finding that society's defense against DFs could benefit from a simple reasoned digital literacy intervention.

Ethical Climate(s), Distributed Leadership, and Work Outcomes: The Mediating Role of Organizational Identification.

Organizational identification (OI) has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource (HR) management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees' attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates (self-interest vs. friendship), distributed leadership (DL), and employees' attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires to examine ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship (but not self-interest) fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic (vs. individualistic) ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management.