Creating an artificial intelligence-ready organizational culture: harmonizing human existence with AI strategic decision-making

Abstrak

Purpose: This paper explored how organizations can develop an AI-ready organizational culture that harmonizes human expertise with artificial intelligence in strategic decision-making. It aims to show that successful AI implementation requires cultural alignment between human capability and technological innovation.
Design/methodology/approach: The paper adopted a secondary method by gathering data from books, seminar papers, reports, documentaries, and various online materials. It uses secondary data sources and applies the Technology Acceptance Model (TAM) to examine how organizations perceive and integrate AI with human input.
Findings: The study revealed that AI systems are more successful in sectors such as healthcare, manufacturing, and education when they are designed to complement human abilities rather than replace them. The integration of knowledge management systems and collaborative workflows between humans and AI contributes to enhanced organizational performance.
Limitations and Research implications: As the paper relied heavily on secondary data, primary empirical validation is limited. Future research should include field studies or surveys to validate the conceptual framework and explore sector-specific challenges in greater detail.
Practical Implications: Organizations must implement holistic change management strategies that address both technological and human dimensions of AI adoption. This includes marketing AI’s value, investing in employee training, and fostering a sense of ownership and accountability in AI-related projects.
Originality/value: This paper contributes to the growing discourse on sociotechnical alignment in AI implementation by highlighting the role of organizational culture in supporting human-AI collaboration. It provides a novel perspective on cultural readiness for AI, emphasizing synergy rather than substitution.