组织决策:管理者应该使用人工智能吗?

Q2 Business, Management and Accounting
Anniek Brink, Louis-David Benyayer, Martin Kupp
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引用次数: 0

摘要

目的先前的研究表明,很大一部分管理者不愿意在决策中使用人工智能。这种厌恶可能是由几个因素造成的,包括个别司机。本文的目的是更好地了解个人因素在多大程度上影响管理者对人工智能使用的态度,并基于这些发现,提出提高人工智能采用率的解决方案。设计/方法论/方法本文建立在先前的研究基础上,特别是关于推动企业采用人工智能的因素。此外,采用半结构化访谈指南,通过16次专家访谈收集数据。研究结果这项研究总结了四组根据重要性排列的个人因素:人口统计学、熟悉度、心理学和个性。此外,研究结果强调了沟通和培训、可解释性和透明度以及参与决策过程的重要性,以促进人工智能在决策中的应用。研究局限性/含义本文确定了促进人工智能整合组织决策的四种方法,作为商业研究人员进一步实证分析的领域。实际含义本文提供了四种方法来促进人工智能在组织决策中的应用:解释好处并训练更不利的类别,解释算法如何工作并对缺点保持透明,在自动化决策和人工决策之间取得良好平衡,以及让用户参与设计过程。社会含义这项研究根据四组个人因素的重要性进行了排名:人口统计学、熟悉度、心理学和个性。此外,研究结果强调了沟通和培训、可解释性和透明度以及参与决策过程的重要性,以促进人工智能在决策中的应用。原创性/价值本研究是为数不多的对管理者使用意愿驱动因素进行定性研究的研究之一;因此,为管理者对算法决策的态度提供了更深入的见解。这项研究可以为开发人员开发算法以及管理人员在组织决策中实施和使用算法提供指导。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Decision-making in organizations: should managers use AI?
Purpose Prior research has revealed that a large share of managers is reluctant towards the use of artificial intelligence (AI) in decision-making. This aversion can be caused by several factors, including individual drivers. The purpose of this paper is to better understand the extent to which individual factors influence managers’ attitudes towards the use of AI and, based on these findings, to propose solutions for increasing AI adoption. Design/methodology/approach The paper builds on prior research, especially on the factors driving the adoption of AI in companies. In addition, data was collected by means of 16 expert interviews using a semi-structured interview guideline. Findings The study concludes on four groups of individual factors ranked according to their importance: demographics, familiarity, psychology and personality. Moreover, the findings emphasized the importance of communication and training, explainability and transparency and participation in the process to foster the adoption of AI in decision-making. Research limitations/implications The paper identifies four ways to foster AI integration for organizational decision-making as areas for further empirical analysis by business researchers. Practical implications This paper offers four ways to foster AI adoption for organizational decision-making: explaining the benefits and training the more adverse categories, explaining how the algorithms work and being transparent about the shortcomings, striking a good balance between automated and human-made decisions, and involving users in the design process. Social implications The study concludes on four groups of individual factors ranked according to their importance: demographics, familiarity, psychology and personality. Moreover, the findings emphasized the importance of communication and training, explainability and transparency and participation in the process to foster the adoption of AI in decision-making. Originality/value This study is one of few to conduct qualitative research into the individual factors driving usage intention among managers; hence, providing more in-depth insights about managers’ attitudes towards algorithmic decision-making. This research could serve as guidance for developers developing algorithms and for managers implementing and using algorithms in organizational decision-making.
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来源期刊
Journal of Business Strategy
Journal of Business Strategy Business, Management and Accounting-Management Information Systems
CiteScore
4.50
自引率
0.00%
发文量
35
期刊介绍: The Journal of Business Strategy publishes articles with a practical focus designed to help readers develop successful business strategies. Articles should say something new or different and may propose a unique perspective. They should not offer prescriptions to CEOs on how to manage, but rather be directed toward middle and senior managers at companies of all sizes and types, as well as consultants and academics who want to think about their businesses in new ways. Coverage: As one of the few journals dedicated to business strategy, JBS defines strategy in the broadest sense and thus covers topics as diverse as marketing strategy, innovation, developments in the global economy, mergers & acquisition integration and human resources. We have a penchant for substantive, provocative and well-written articles. We also like to break the mould and include articles on topics readers are unlikely to find in other business publications.
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