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This study aims to examine the effect of organizational relationship style (employees' relationships with colleagues, supervisors, and the organization) on the sharing of knowledge in high‐tech companies; it goes on to determine which particular relationship style is the most important in accounting for the extent of knowledge sharing in these companies.

The study uses a quantitative approach. Research hypotheses are tested by statistical methods including Pearson Correlation and Structural Equation Modeling. A total of 300 questionnaires were distributed, of which 182 valid questionnaires were returned (a 61 percent response).

An organization should establish, and maintain, relationships between employees to improve the sharing of knowledge within the organization, ensure a high interaction between employees, and create well‐arranged knowledge resources for the organization.

The research shows that managers in the high‐tech industry need to pay more attention to the interaction among organizational members. The relationship of an employee with the organization, supervisor and colleagues, and thus the willingness to share knowledge, can be improved via job rotation, implementation of a mentoring system, and role‐playing activities.

The significant findings of the study relate to high‐tech industry in Taiwan. The proposed model can be replicated in other industrial and country settings in order to test its generality.

Asynchronous Video Interviews (AVIs) incorporating Artificial Intelligence (AI)-assisted assessment has become popular as a pre-employment screening method. The extent to which applicants engage in deceptive impression management (IM) behaviors during these interviews remains uncertain. Furthermore, the accuracy of human detection in identifying such deceptive IM behaviors is limited. This study seeks to explore differences in deceptive IM behaviors by applicants across video interview modes (AVIs vs Synchronous Video Interviews (SVIs)) and the use of AI-assisted assessment (AI vs non-AI). The study also investigates if video interview modes affect human interviewers' ability to detect deceptive IM behaviors.

The authors conducted a field study with four conditions based on two critical factors: the synchrony of video interviews (AVI vs SVI) and the presence of AI-assisted assessment (AI vs Non-AI): Non-AI-assisted AVIs, AI-assisted AVIs, Non-AI-assisted SVIs and AI-assisted SVIs. The study involved 144 pairs of interviewees and interviewers/assessors. To assess applicants' deceptive IM behaviors, the authors employed a combination of interviewee self-reports and interviewer perceptions.

The results indicate that AVIs elicited fewer instances of deceptive IM behaviors across all dimensions when compared to SVIs. Furthermore, using AI-assisted assessment in both video interview modes resulted in less extensive image creation than non-AI settings. However, the study revealed that human interviewers had difficulties detecting deceptive IM behaviors regardless of the mode used, except for extensive faking in AVIs.

The study is the first to address the call for research on the impact of video interview modes and AI on interviewee faking and interviewer accuracy. This research enhances the authors’ understanding of the practical implications associated with the use of different video interview modes and AI algorithms in the pre-employment screening process. The study contributes to the existing literature by refining the theoretical model of faking likelihood in employment interviews according to media richness theory and the model of volitional rating behavior based on expectancy theory in the context of AVIs and AI-assisted assessment.