Generative AI isn’t culturally neutral, research finds
When presented with the same prompt in different languages, generative AI provides culturally distinct responses.
Faculty
Jackson G. Lu is the General Motors Associate Professor of Management and an Associate Professor of Work and Organization Studies at the MIT Sloan School of Management. He serves as a senior editor for Organization Science and an associate editor for Journal of Personality and Social Psychology. He received his PhD from Columbia Business School in 2018 and tenure from MIT in 2023.
He focuses on three research streams: (1) the “Bamboo Ceiling” experienced by Asians; (2) how multicultural experiences (e.g., working abroad) shape key organizational outcomes, including leadership, creativity, and ethics; and (3) the multifaceted impact of AI on individuals, organizations, and society.
Jackson has published in top general science journals (Nature Human Behaviour, Proceedings of the National Academy of Sciences), management journals (Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organization Science), and psychology journals (Annual Review of Psychology, Journal of Personality and Social Psychology, Psychological Bulletin, Psychological Science). His research has been featured in over 300 media outlets (e.g., BBC, The Economist, The Financial Times, Harvard Business Review, NPR, The Boston Globe, The New York Times, The Washington Post).
He has received prestigious awards and honors, including 40 Best Business School Professors Under 40, 30 Thinkers to Watch, and over 60 research awards from the Academy of Management, the American Psychological Association, the Association for Psychological Science, the Behavioral Science & Policy Association, the International Association for Conflict Management, the Society for Personality and Social Psychology, the Society for the Psychological Study of Social Issues, and the Society of Experimental Social Psychology. He also received the Best Senior Editor Award from Management and Organization Review in 2022, 2023, and 2024.
Featured Publication
"'Asian' is a Problematic Category in Research and Practice: Insights from the Bamboo Ceiling."Lu, Jackson G. Current Directions in Psychological Science Vol. 33, No. 6 (2024): 400-406. Download Paper.
Featured Publication
"A Socioecological-Genetic Framework of Culture and Personality: Their Roots, Trends, and Interplay."Lu, Jackson G., Verónica Benet-Martínez, and Laura Changlan Wang. Annual Review of Psychology Vol. 74, (2023): 363-390. Download Paper.
Lu, Jackson G., Shuhua Sun, Zhuyi Angelina Li, Maw-Der Foo, and Jing Zhou. Harvard Business Review, January 6, 2026.
Buchanan, Erin M., Kelly Cuccolo ... Jackson G. Lu et al. Nature Human Behaviour Vol. 10, (2026): 182-201.
Lu, Jackson G. and Lu Doris Zhang. Harvard Business Review, December 3, 2025.
Eastwick, Paul W., Jehan Sparks ... Jackson G. Lu et al. Journal of Personality and Social Psychology Vol. 128, No. 1 (2025): 123-146.
When presented with the same prompt in different languages, generative AI provides culturally distinct responses.
To improve AI adoption in your organization, pay attention to both capability and personalization, new research suggests.
The key to AI-boosted creativity is the mindfulness of people using the technology, according to a study by associate professor Jackson G. Lu and co-authors. Mindful individuals identified in the study "strategically use AI to expand knowledge, free cognitive capacity, and break fixed mindsets, thereby fueling creative ideas," they wrote.
Associate professor Jackson G. Lu and co-authors wrote: "As generative AI becomes woven into global workflows, cultivating employees' metacognition will be what separates organizations that are merely adopting AI from those that are truly unlocking its creative power."
Associate professor Jackson G. Lu and Lu Doris Zhang (PhD candidate) wrote: "In sum, our research shows that language choice meaningfully shapes the cultural tendencies exhibited by generative AI models. These cultural tendencies have real-world consequences. They can influence the recommendations AI provides in ways that matter for individuals, organizations, and downstream audiences."
To drive up AI adoption, associate professor Jackson G. Lu recommends that leaders start by steering workers toward tasks that AI clearly handles better than humans and where personalization is unnecessary. Then, he advises gradually incorporating AI into tasks that involve taste, fairness, or empathy — while preserving human oversight and allowing people to customize the results. "Get the fit right," says Lu, "and even AI skeptics become power users."
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