Organisational AI Culture: A Model at the Nexus of Human Resources, Management, and AI Technology

Abstract

Inarguably, artificial intelligence (AI) is redefining business models and strategies, evolving organisational structures, systems, processes, and human resource management (HRM). What is less clear is how AI is impacting organisational culture and the short-, mid-, and long-term implications of this transition to a more advanced digital state of operations. Furthermore, understanding what role culture plays in influencing employee populations to harness the potential of algorithm-based tools and resources remains an under-investigated research area in business management. The research in this study explores evolving institutional dynamics between organisational culture, HRM, and broader employee populations, coexisting to achieve business objectives in the age of AI. This study takes a quantitative approach, surveying 431 business managers’ perceptions of organisational culture and intention to adopt AI technologies in the workplace. A series of hypotheses is investigated, and the results contribute to the development of a conceptual model. We propose a model which centralises AI culture as a point of convergence of employees, resource management, and AI technologies to optimise strategic technological investments. Our research suggests that there is a pivotal role HRM plays in seamlessly integrating AI technologies and employees within organisations to develop AI culture. This paper extends understanding and knowledge of the evolving dynamics between AI and organisational culture within commercial organisations.

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