The use of artificial intelligence (AI) in global markets is increasing day by day. The results are often mixed, with outcomes influenced strongly by how employees perceive the use of AI within their workplace.
A study in the International Journal of Information Systems and Change Management has looked at the psychological dimension of the perception of AI and has focused on what might be referred to as AI ambidexterity. This ambidexterity embodies the two sides of AI – its capacity to perform both routine and innovative tasks. —and its impact on breakthrough innovation engagement. Shahan Bin Tariq and Jian Zhang of the University of Science and Technology in Beijing, China and Faheem Gul Gilal of the Sukkur IBA University in Sindh, Pakistan, surveyed 337 employees in Pakistan’s high-tech sector and used social exchange theory (SET) and the resource-based view (RBV) to analyse their opinions regarding AI and how difference affect innovation.
Business is marked by globalization and shifting consumer demands. This has compelled companies to innovate continuously to gain or maintain a competitive edge. Some commentators suggest that the innovative use of AI, is critical to business innovation, and many businesses agree and are investing heavily in this fledgling technology.
Of course, as with any new technology there are mixed results and outcomes and while there are supporters there are also inevitably detractors. If employees perceive a threat to their livelihoods, then they are perhaps more likely to have a negative opinion towards that threat. Yet, there is also the potential for AI to make their jobs easier in many ways and open up new opportunities for creativity and innovation.
AI ambidexterity could improve the strategic agility and innovation capacity of many different types of company. The researchers found that there can be both positive and negative employee perceptions, but where the relationship works best seems to be in the concept of hybrid intelligence. In hybrid intelligence, AI’s predictive abilities are combined with human intuition and decision-making to solve problems more effectively.
With transformational leadership, this synergy of human and artificial intelligence might be moderated for the benefit of the companies using it without disenfranchising employees. The study concludes that as AI evolves and matures, a nuanced approach to its implementation and a recognition of its impact on employees in companies using it needs to be taken.
Tariq, S.B., Zhang, J. and Gilal, F.G. (2024) ‘Stepping into the future: unravelling breakthrough innovations through AI ambidexterity, hybrid intelligence, and transformational leadership’, Int. J. Information Systems and Change Management, Vol. 14, No. 1, pp.3–29.