Although academic production in intelligent automation (e.g. artificial intelligence, robotics) has grown rapidly, we still lack a comprehensive understanding of the impacts of the utilization of t...

Artificial intelligence, robotics, advanced technologies and human resource management: a systematic review

Using an in-depth qualitative case study design, focusing on a significant global technology consulting multinational enterprise’s (MNEs) subsidiary in India, this research analyses interview, docu...

May the bots be with you! Delivering HR cost-effectiveness and individualised employee experiences in an MNE

This study proposes a model to explain the effect of digital capabilities on firm performance in the “new normal” context from a firm-level perspective. Moreover, it analyzes the mediating role of technological capabilities and the Human Development Index (HDI) in explaining firm performance. Our study used data from the World Bank's Enterprise Surveys 2020, which included 999 firms from 27 countries. We applied the methodological approach, partial least square structural equation modeling (PLS-SEM), to test the hypothetical model. The results show that digital capabilities positively influence firm performance only through technological capabilities. We also empirically demonstrate that digital skills in low HDI economies have a more significant indirect effect on firm performance than in high HDI countries. Finally, some promising avenues for future research and implications for managers and policymakers are suggested based on these findings. 

How do digital capabilities affect firm performance? The mediating role of technological capabilities in the “new normal”

Abstract Artificial intelligence (AI) and other AI-based applications are being integrated into firms’ human resource management (HRM) approaches for managing people in domestic and international organisations. The last decade has seen a growth in AI-based applications proliferating the HRM function, triggering an exciting new stream of research on topics such as the social presence of AI and robotics, effects of AI adoption on individual and business level outcomes, and evaluating AI-enabled HRM practices. Adopting these technologies has resulted in how work is organised in local and international firms, noting opportunities for employees and firms’ resource utilisation, decision-making, and problem-solving. However, despite a growing interest in scholarship, research on AI-based technologies for HRM is limited and fragmented. Further research is needed that analyses the role of AI-assisted applications in HRM functions and human-AI interactions in large multinational enterprises diffusing such innovations. In response to these combined issues—the fragmented nature of research and limited extant literature, we present a systematic review on the theme of this special issue and offer a nuanced understating of what is known, yet to be known, and future research directions to frame a future research agenda for international HRM. We develop a conceptual framework that integrates research on AI applications in HRM and offers a cohesive base for future research endeavours. We also develop a set of testable propositions that serve as directions for future research.

https://www.tandfonline.com/doi/pdf/10.1080/09585192.2022.2035161?needAccess=true

Artificial intelligence – challenges and opportunities for international HRM: a review and research agenda

This paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction between artificial intelligence (AI) (primarily robots) and human workers especially at the team level. It further discusses important potential strategies, which can be useful to overcome these challenges based on a conceptual review of extant research.,The current paper undertakes a conceptual work where multiple streams of literature are integrated to present a rather holistic yet critical overview of the relationship between AI (particularly robots) and HRM in contemporary organisations.,We highlight that interaction and collaboration between human workers and robots is visible in a range of industries and organisational functions, where both are working as team members. This gives rise to unique challenges for HRM function in contemporary organisations where they need to address workers' fear of working with AI, especially in relation to future job loss and difficult dynamics associated with building trust between human workers and AI-enabled robots as team members. Along with these, human workers' task fulfilment expectations with their AI-enabled robot colleagues need to be carefully communicated and managed by HRM staff to maintain the collaborative spirit, as well as future performance evaluations of employees. The authors found that organisational support mechanisms such as facilitating environment, training opportunities and ensuring a viable technological competence level before organising human workers in teams with robots are important. Finally, we found that one of the toughest challenges for HRM relates to performance evaluation in teams where both humans and AI (including robots) work side by side. We referred to the lack of existing frameworks to guide HRM managers in this concern and stressed the possibility of taking insights from the computer gaming literature, where performance evaluation models have been developed to analyse humans and AI interactions while keeping the context and limitations of both in view.,Our paper is one of the few studies that go beyond a rather general or functional analysis of AI in the HRM context. It specifically focusses on the teamwork dimension, where human workers and AI-powered machines (robots) work together and offer insights and suggestions for such teams' smooth functioning.

/pdf/artificial-intelligence-and-human-workers-interaction-at-2tymwm7v1o.pdf

Artificial intelligence, and human workers interaction at team level: A conceptual assessment of the challenges, and potential HRM strategies

Elevating talents' experience through innovative artificial intelligence-mediated knowledge sharing: Evidence from an IT-multinational enterprise

This chapter begins by exploring the critical tenets of strategic human resource management (SHRM) and then discusses what the study and practice of SHRM needs to do in a new era of sharing economy and artificial intelligence (AI) for delivering successful business and individual employee performance in a new world of technological disruptions in work and employment. Using examples from popular platforms such as Airbnb, Uber, Ola, Zomato and Swiggy in India, to name a few, this chapter illustrates the changing ways of how non-standard employees are managed in the Fourth Industrial Revolution (4IR) through the use of technology platforms and apps, including the specific use of AI, in implementing a number of these changes. We highlight the need for new skills and knowledge by HR professionals to successfully engage in the new and brave world of AI-based technological disruption that we are all facing.

N. R. Srikanth

Papers

May the bots be with you! Delivering HR cost-effectiveness and individualised employee experiences in an MNE

Elevating talents' experience through innovative artificial intelligence-mediated knowledge sharing: Evidence from an IT-multinational enterprise

Gig Economy, 4IR and Artificial Intelligence: Rethinking Strategic HRM