Confronting and alleviating AI resistance in the workplace: An integrative review and a process framework

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2024-12-30 DOI:10.1016/j.hrmr.2024.101075

Ismail Golgeci , Paavo Ritala , Ahmad Arslan , Brad McKenna , Imran Ali

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Abstract

This study involves an integrative literature review and a process framework explaining the mechanisms to confront and alleviate employee Artificial intelligence (AI) resistance in organizations. First, we conceptualize AI resistance as a three-dimensional concept embodied in employees' fears, inefficacies, and antipathies toward AI. We advance that experiencing mistrust, existential questioning, and technological reflection are key individual mechanisms to confronting AI resistance connected to organizational mechanisms to alleviate AI resistance through the continuous interaction and unfolding of anxiety and introspection. We also explain the alleviation of AI resistance as an organizational process consisting of AI accessibility, human-AI augmentation, and AI-technology legitimation, each of which maps into one of the dimensions in the employee-level confrontation mechanisms. Overall, our conceptual framework provides an overarching and granular understanding of AI resistance, how employees confront it, and how it can be alleviated in the workplace.

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.