How employees' AI use contributes to digital-enabled innovative performance

Abstract

Purpose This paper aims to examine the relationship between employees' use of artificial intelligence (AI) for work and digital-enabled innovative performance (DEIP) from the perspective of employee engagement and trust in AI. Based on these perspectives, this study identifies specific solutions for achieving high levels of DEIP. Design/methodology/approach Drawing on job demands-resources (JD-R) theory and analyzing data from 431 employees, this paper proposes a research model to investigate how employee AI use affects employees' DEIP through partial least squares structural equation modeling and highlights the configurations of causal conditions associated with DEIP through fuzzy-set qualitative comparative analysis (fsQCA). Findings The results show that AI use for work exerts the strongest positive impact on employees' behavioral engagement, followed by emotional and cognitive engagement. Employee engagement (three types mention before) play a partial mediating role between work-related AI and DEIP. Furthermore, both human-like and functionality trust in AI positively moderate the relationship between work-related AI and behavioral engagement. Finally, a total of four solutions leads to a high level of DEIP. Practical implications Organizations should enhance employees' engagement and trust in AI through training and supportive implementation strategies. Managers should adopt context-sensitive approaches that align AI use, engagement and trust to improve DEIP. Originality/value Firstly, this study enriches the literature on DEIP and JD-R theory by exploring the AI-performance link via employee engagement. Secondly, this paper supplements work-related AI literature by clarifying AI trust's boundary conditions. Thirdly, this paper contributes to the performance literature by identifying key solutions for DEIP from a configuration perspective.