Keeping the organization in the loop: a socio-technical extension of human-centered artificial intelligence
Open accessAbstract
The human-centered AI approach posits a future in which the work done by humans and machines will become ever more interactive and integrated. This article takes human-centered AI one step further. It argues that the integration of human and machine intelligence is achievable only if human organizations—not just individual human workers—are kept “in the loop.” We support this argument with evidence of two case studies in the area of predictive maintenance, by which we show how organizational practices are needed and shape the use of AI/ML. Specifically, organizational processes and outputs such as decision-making workflows, etc. directly influence how AI/ML affects the workplace, and they are crucial for answering our first and second research questions, which address the pre-conditions for keeping humans in the loop and for supporting continuous and reliable functioning of AI-based socio-technical processes. From the empirical cases, we extrapolate a concept of “keeping the organization in the loop” that integrates four different kinds of loops: AI use, AI customization, AI-supported original tasks, and taking contextual changes into account. The analysis culminates in a systematic framework of keeping the organization in the loop look based on interacting organizational practices.
AI snapshot
Written from the paper’s full text.
TL;DR
The paper argues that human-centered AI must be extended to keep the organization—not just individual workers—in the loop, because organizational practices shape how AI/ML affects work. Using two predictive-maintenance case studies, it derives four organizational loops and a framework of six interacting practice categories.
Key findings
- The authors identify six organizational categories needed for AI/ML embedding in predictive maintenance: leadership and HR as enablers; decision-making about AI outcome; coordination of original tasks supported with AI; coordinating with the external world; dealing with changes; and evolving the AI system.
- They extrapolate four loops: UA-tasks (using and assessing AI output), CA-tasks (customizing the AI system), O-tasks (original tasks supported with AI), and C-tasks (contextual changes and factors in relation to AI).
- Case A involved a German car manufacturer’s chassis manufacturing division with 1,500 employees; four interviews in 2017 yielded 77 specific challenges for PM integration. Case B involved an automotive factory with around 15,000 employees; the sociological study included 28 qualitative interviews, several workplace observations, four group discussions, and six feedback workshops.
- The paper answers RQ1–RQ3 by arguing that keeping humans in the loop depends mainly on organizational practices, that reliable AI functioning requires continuous handling of external world and changes, and that a systematic framework must synchronize the four loops rather than treat organizational measures as isolated.
Methods
- Interdisciplinary reanalysis of two qualitative case studies of AI/ML-based predictive maintenance in the German automotive industry: Case A was a bottom-up PM implementation studied from business informatics, with four interviews and company documentation; Case B was a top-down Industry 4.0 case studied sociologically, with 28 qualitative interviews, workplace observations, four group discussions, and six feedback workshops.
- Interviews were transcribed and content-analyzed; the authors jointly re-examined both case materials through a cross-disciplinary re-interpretation combining business informatics and sociology.
- The analysis grouped challenges into six organizational categories and developed two general models: four intertwined loops of organizational practices and a schematic framework of tasks, actors, and interacting organizational practices.
Limitations
- The paper does not state a formal limitations section.
- Evident from the text: the findings are based on two predictive-maintenance cases in the automotive sector, one bottom-up and one top-down, so generalization to other sectors and AI applications is limited; the medical image analysis example is described as deliberately tentative.
- Evident from the text: the study reanalyzes existing case material originally collected for different research questions and disciplines, and the literature review notes a broader lack of reliable organizational-level data and qualitative case studies on AI use.
Model-written summary. Check it against the paper before relying on it.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
18 of 48 cited sources checked · 9 supported · 1 flagged · accuracy not yet measured
- Interpretationcitation
The necessity of dealing with power relationships in organizations is mostly neglected in AI-related discourses.
“The necessity of dealing with power relationships in organizations is mostly neglected in AI-related discourses (Ren 2019;Vallas and Hill 2012).”
Quote in the paperSubstantial claim1 of 2 sources checked- cites Ren 2019 source
The Literature review (page unavailable) says existing research already examines institutions, interests, and power in organizational technology adoption; it argues instead that efficiency and organizational performance have received too little attention. The paper discusses technology adoption generally, not AI-related discourse specifically. (LLM, conf=0.86)
Checked by a reasoning model — may be wrong.
Experimental — accuracy not yet measured - cites Vallas and Hill 2012 source
- Premisecitation
The more highly developed concepts of collaborative AI, responsible AI, or hybrid intelligence systems see a long-term role for humans in the application of AI systems.
“However, the more highly developed concepts of”
Quote in the paperSubstantial claim1 of 3 sources checked- cites Dellermann et al. 2019 source
Section 2.3, “Hybrid Intelligence,” argues that humans and machines will collaborate continuously and describes hybrid intelligence as a likely division of labor for years or decades. That supports a long-term human role in hybrid intelligence, but the paper does not establish the same claim for responsible AI as a distinct concept. (LLM, conf=0.84)
Experimental — accuracy not yet measured - cites Koch and Oulasvirta 2018 source
- cites Schiff et al. 2020
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Interpretationcitation
Trust in AI is a question of collaboratively negotiated assessment of the performance of an AI system as a consequence of organizational practices that lead to networked trust.
“Trust in AI is also rather a question of collaboratively negotiated assessment of the performance of an AI system as a consequence of organizational practices that eventually lead to networked trust (Andras et al. 2018).”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Andras et al. 2018 source
The Levels of Trust and Networks and levels of Trust sections (pages not provided) describe trust spreading through peers and being delegated to firms and institutions. The Operationalizing social trust through game theory section also describes using ratings and past behavior to judge an AI system. These passages support networked trust and assessment of behavior, but do not establish the claimed process of collaboratively negotiating a performance assessment through organizational practices. (LLM, conf=0.82)
Experimental — accuracy not yet measured
- Premisecitation
Whenever key actors of an organization negotiate who is authorized to modify the AI system and to what extent modification is to be undertaken, dimensions of power and control are on the table.
“Whenever the key actors of an organization negotiate who is authorized (4.1 & 4.3) to modify the AI system and to what extent modification is to be undertaken, dimensions of power and control are on the table (Kellogg et al. 2020;Ren 2019;Vallas and Hill 2012).”
Quote in the paperSubstantial claim1 of 3 sources checked- cites Kellogg et al. 2020 source
- cites Ren 2019 source
The Conclusion and discussion section (page unavailable) describes bargaining among decision-makers and staff over technology-adoption decisions, with greater uncertainty leaving more political room for negotiation. Task legitimacy (page unavailable) also links authority over implementation to organizational power. The paper studies ERP adoption, however, and does not address who is authorized to modify an AI system or how extensively the system may be modified. (LLM, conf=0.84)
Experimental — accuracy not yet measured - cites Vallas and Hill 2012 source
- Premisecitation
Continuously interwoven explanation of AI behavior and exploratory adaptation can improve both AI and human learning.
“Continuously interwoven explanation of AI behavior and exploratory adaptation can improve both AI and human learning (Holstein et al. 2020).”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Holstein et al. 2020 source
The Conceptual Framework section (page unavailable) describes co-learning in which humans and AI help one another improve over time. Decision Augmentation (page unavailable) discusses AI support for human professional development and human feedback that helps AI learn. The copy does not support the more specific claim that continuously interwoven explanations of AI behavior and exploratory adaptation produce those improvements. (LLM, conf=0.82)
Experimental — accuracy not yet measured
- Interpretationcitation
Training and socialization for AI-related collaboration cannot be reduced to interaction with a collaborative AI.
“The training and socialization for this kind of AI-related collaboration cannot be reduced to interaction with a”
Quote in the paperSubstantial claim2 of 2 sources checked- cites Makarius et al. 2020 source
- cites Seeber et al. 2020 source
The Institution design passages treat education, training, human collaboration capabilities, and organizational capabilities as distinct design questions, supporting the idea that preparation involves more than interaction with an AI. But the paper frames these as research questions; it does not specifically discuss socialization or establish that training and socialization cannot be reduced to such interaction. No page numbers are available in our copy. (LLM, conf=0.82)
Experimental — accuracy not yet measured
- Interpretationcitation
Processes of socialization into procedures of interacting with AI applications cannot be limited to onboarding.
“Therefore, the processes of socialization into procedures of interacting with AI applications cannot be limited to onboarding (Cai et al. 2019b;Makarius et al. 2020).”
Quote in the paperSubstantial claim1 of 2 sources checked- cites Cai et al. 2019b
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- cites Makarius et al. 2020 source
- Premisecitation
Avoiding misplaced trust in AI results is not essentially a technical challenge.
“Avoiding misplaced trust in AI results is not essentially a technical challenge (Okamura and Yamada 2020).”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Okamura and Yamada 2020 source
The Introduction describes misplaced trust as a failure to calibrate users’ trust to an AI agent’s reliability, and the Conclusion reports that cognitive cues helped participants recover from over-trust. Neither passage says that avoiding misplaced trust is not essentially a technical challenge; the paper also proposes a detection framework and user-interface intervention. (LLM, conf=0.82)
Experimental — accuracy not yet measured
- Findingown data
Organizational processes and outputs such as decision-making workflows directly influence how AI/ML affects the workplace.
“Specifically, organizational processes and outputs such as decision-making workflows, etc. directly influence how AI/ML affects the workplace, and they are crucial for answering our first and second research questions”
Quote in the paperSubstantial claim- Rests on an assumption: The organizational context surrounds human actors and affects the way they handle their tasks.
- Findingown data
Our extensive review of the XAI literature yielded no indication that XAI researchers have reflected on the relevance of explanations that are directly provided by humans.
“However, our extensive review of the XAI literature yielded no indication that XAI researchers have reflected on the relevance of explanations that are directly provided by humans.”
Quote in the paperSubstantial claim - Findingown data
The case analyses show that AI/ML-based predictive maintenance outcomes depend on organizational influences.
“The case analyses show the many ways in which AI/ML-based predictive maintenance outcomes depend on organizational influences.”
Quote in the paperSubstantial claim- Rests on an assumption: Predictive maintenance can have consequences not only for the organization and its members, but also for production technology, product quality, delivery reliability, etc.
- Findingown data
Efficiency gains from AI can only be achieved by appropriately aligned organizational practices.
“Our empirical findings (4.1, 4.2, and 4.3) reveal that these efficiency gains can only be achieved by appropriately aligned organizational practices.”
Quote in the paperSubstantial claim - Findingnone given
Interventions on PM systems draw on qualified staff from different disciplines and different backgrounds of experience.
“These interventions draw on qualified staff from different disciplines (mechanics, hydraulics, embedded systems, etc.) and different backgrounds of experience (with specific systems, machines, product lines, process technology, etc.).”
Quote in the paperNot a substantial claim - Findingown data
The study identified four intertwined loops of interacting organizational practices of collaborative task handling.
“In this study, we identified four intertwined loops of interacting organizational practices of collaborative task handling and compiled a detailed schematic of tasks, actors, and interacting organizational practices that we expect to find in most AI-using organizations.”
Quote in the paperSubstantial claim - Findingreasoning
In case A, continuous quality improvement of PM results cannot be done by the operator alone but needs inclusion of other organizational units such as master craftsman, specialized workshops, and key user.
“In case A, this cannot be done by the operator alone but needs the inclusion of other organizational units such as the master craftsman, specialized workshops, and the key user assigned to the novel implemented PM system.”
Quote in the paperSubstantial claim - Findingown data
The shortcomings of AI become only completely apparent in relation to the O-Task, in our cases the maintaining of machinery.
“The shortcomings of AI become only completely apparent in relation to the O-Task, in our cases the maintaining of machinery.”
Quote in the paperSubstantial claim - Findingreasoning
Customization or configuration of the AI system takes place not only during the initial design phase or AI implementation.
“This customization or configuration takes place not only during the initial design phase or AI implementation.”
Quote in the paperSubstantial claim - Findingnone given
Two organizational approaches to the challenge of PM are observable: applying standard HR and local management procedures, or augmenting this with new PM-specific requirements.
“Two organizational approaches to the challenge of PM are observable.One is to apply standard procedures of central HR and local management to the implementation and development of PM.Another is to augment this business-as-usual approach with new and PM-specific requirements, which themselves require new organizational learning processes, especially within the usually non-technically driven HR.”
Quote in the paperNot a substantial claim - Findingown data
The actors in the field strongly underestimated the organizational preconditions necessary for successful and sustainable PM implementations.
“organizational preconditions, however, that were also strongly underestimated by the actors in the field themselves.”
Quote in the paperSubstantial claim - Interpretationown data
The integration of human and machine intelligence is achievable only if human organizations-not just individual human workers-are kept in the loop.
“It argues that the integration of human and machine intelligence is achievable only if human organizations-not just individual human workers-are kept”
Quote in the paperSubstantial claim- Rests on an assumption: Organizations are subject to their own logic, integrated into complex external environments, and divided internally by competition among departments with divergent interests.
- Rests on an assumption: Decisions, whether technically or humanly generated, must be negotiated and processed within the organization.
- Premisenone given
Understandability and predictability of machine behavior is a key prerequisite for keeping humans-in-the-loop approaches and for collaborative AI.
“Understandability and predictability of machine behavior is a key prerequisite for”
Quote in the paperSubstantial claim - Premisereasoning
Although these three studies start with the stated intention of analyzing organizational practices, they mostly end up as nearly organization-free considerations of single decisions by individuals in interaction with AI.
“Although these three studies start with the stated intention of analyzing organizational practices, they mostly end up as nearly organization-free considerations of single decisions by individuals in interaction with AI.”
Quote in the paperSubstantial claim - Premisereasoning
The two case studies in the automotive industry were selected because PM implementations have long been widespread in this industry due to series production with extremely large batch sizes and complex products.
“Our two case studies in the automotive industry were selected for the following analysis.The reason for this was that PM implementations have long been widespread in this industry due to series production with extremely large batch sizes and complex products.”
Quote in the paperSubstantial claim - Premiseown data
The current literature addresses mainly the organization of human contributions to advancing AI rather than addressing the development of human competences by organizing the distribution of agency.
“The literature review yields many clues relevant to our research questions about the significance of organizational practices, but the current literature addresses mainly the organization of human contributions to advancing AI rather than addressing the development of human competences by organizing the distribution of agency (RQ1).”
Quote in the paperSubstantial claim - Interpretationreasoning
The PM-implementation process in Case A could be interpreted as a bottom-up approach.
“The PM-implementation process in this case thus could be interpreted as a bottom-up approach.”
Quote in the paperNot a substantial claim - Premisereasoning
The current literature does not provide a systematic framework of how to integrate various organizational measures and practices for maintaining control.
“Thus, the current literature does not provide a systematic framework of how to integrate various organizational measures and practices for maintaining control (RQ3).”
Quote in the paperSubstantial claim - Premisenone given
Authors promoting the human-centered AI perspective have not yet systematically integrated the organization dimension.
“Authors promoting the human-centered AI perspective have not yet done so systematically.”
Quote in the paperNot a substantial claim - Premisenone given
In engineering and the social sciences, approaches to the division of labor focus on technology and human individuals as users, and widely neglect that the use of technology and the decisions generated in human-technology interplay are embedded in human organizations.
“In both engineering and the social sciences, these approaches focus on technology on the one hand and on human individuals as users on the other.They widely neglect the fact that both the use of technology and the decisions generated in this interplay of humans and technology are embedded in human organizations.”
Quote in the paperNot a substantial claim - Interpretationreasoning
The automotive industry is particularly suitable for an analysis of the challenges for AI-based PM, both for production-related and economic reasons, to analyze the potential for and the limits of ML using the example of maintenance.
“The automotive industry is therefore particularly suitable for an analysis of the challenges for AI-based PM, both for production-related and economic reasons, to analyze the potential for and the limits of ML using the example of maintenance.”
Quote in the paperSubstantial claim - Premisecitation
The influence of C-tasks is often neglected by scholars that project an AI evolution that gradually reduces the need for human involvement.
“The influence of C-tasks is often neglected by scholars that project an AI evolution that gradually reduces the need for human involvement (Brynjolfsson and Mitchell 2017).”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Brynjolfsson and Mitchell 2017 source
- Interpretationnone given
The loop between AI-related decision-making and O-Tasks might achieve stability with a minimum of human support.
“While the loop between AI-related decision-making and O-Tasks might achieve stability with a minimum of human support, C-Tasks are continuous and will constantly trigger a need for decisions about revising the AI system and related organizational practices.”
Quote in the paperNot a substantial claim - Interpretationreasoning
Handling contextual influences requires continuous monitoring of and coordination with the external world.
“Handling these influences requires a continuous monitoring of and coordination with the external world (4.4,4a).”
Quote in the paperSubstantial claim - Interpretationnone given
Crucial to the organizational support of keeping the human in the loop is the close integration of decision-making about AI outcome and evolving the AI system through coordination measures that are constantly triggered by reflecting the appropriateness of AI for the original tasks.
“• RQ1: Crucial to the organizational support of keeping the human in the loop is the close integration of decisionmaking about AI outcome (4.5) and evolving the AI sys-tem (4.6) through coordination measures (4.3) that are constantly triggered by reflecting the appropriateness of AI for the original tasks.”
Quote in the paperSubstantial claim - Interpretationreasoning
The necessity of qualified employees increases with the inclusion of ML-based techniques for PM.
“This necessity increases with the inclusion of ML-based techniques for PM.”
Quote in the paperSubstantial claim - Interpretationreasoning
The evolution of the AI system is influenced by contextual changes.
“As mentioned above, the evolution of the AI system is also influenced by contextual changes.”
Quote in the paperSubstantial claim - Interpretationown data
Ensuring regulation, control, and supervision of AI-based processes needs four feedback cycles.
“Against this backdrop and in accordance with our definition of “keeping the organization in the loop (see Sect. 1) we argue that ensuring regulation, control, and supervision of AI-based processes needs four feedback cycles.”
Quote in the paperSubstantial claim- Rests on an assumption: Four feedback cycles are sufficient to ensure regulation, control, and supervision of AI-based processes.
- Interpretationreasoning
The problem of dealing with PM notifications is not mainly an individual's activity but reveals underlying organizational issues.
“At a first glance, this problem seems mainly to be about an individual's activity in interaction with the PM system.A closer look reveals the underlying organizational issues.”
Quote in the paperSubstantial claim - Interpretationcitation
This interaction includes clarifying who is authorized to decide what.
“This interaction (1a) includes clarifying who is authorized to decide what (Athey et al. 2020).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Athey et al. 2020 source
- Interpretationreasoning
Every single instance of using AI is also a source for deciding whether and how an AI improvement should take place.
“(1) Every single instance of using AI is also a source for deciding whether and how an AI improvement should take place.”
Quote in the paperSubstantial claim - Interpretationreasoning
It therefore necessarily encounters power relations.
“It therefore necessarily encounters power relations.”
Quote in the paperNot a substantial claim - Interpretationreasoning
The coordination of AI-supported original tasks interacts with leadership and HR to ensure that relevant competences and people are assigned to handling the AI application.
“The coordination of AI-supported original tasks (4.3) interacts (1a) with leadership and HR (4.1) to ensure-either by centralized or onsite activities-that the relevant competences and people are assigned to the handling of the AI application.”
Quote in the paperSubstantial claim - Premisecitation
An explanation is not only the result of algorithmic support.
“Explainability is a prerequisite of AI customization, but an explanation is not only the result of algorithmic support (Adadi and Berrada 2018;Mueller et al. 2019).”
Quote in the paperSubstantial claim0 of 2 sources checked- cites Adadi and Berrada 2018 source
- cites Mueller et al. 2019
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Premisecitation
Explainability is a prerequisite of AI customization.
“Explainability is a prerequisite of AI customization, but an explanation is not only the result of algorithmic support (Adadi and Berrada 2018;Mueller et al. 2019).”
Quote in the paperSubstantial claim0 of 2 sources checked- cites Adadi and Berrada 2018 source
- cites Mueller et al. 2019
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Interpretationreasoning
C-Tasks are continuous and will constantly trigger a need for decisions about revising the AI system and related organizational practices.
“While the loop between AI-related decision-making and O-Tasks might achieve stability with a minimum of human support, C-Tasks are continuous and will constantly trigger a need for decisions about revising the AI system and related organizational practices.”
Quote in the paperSubstantial claim - Interpretationown data
Keeping humans in the loop depends not so much on individual workers but mainly on organizational practices in which task handling is embedded.
“c) Keeping humans in the loop depends not so much on individual workers but mainly on organizational practices in which task handling is embedded.”
Quote in the paperSubstantial claim - Interpretationown data
AI implementations in organizations are not a case for purely technical AI experts, but a complex, ongoing organizational process-from the very beginning and beyond.
“Our empirical and conceptual elaborations may also make evident change processes in practice: AI implementations in organizations are not a case for purely technical AI experts, but a complex, ongoing organizational process-from the very beginning and beyond.”
Quote in the paperNot a substantial claim - Interpretationreasoning
Original task handling immediately feeds back to the question of potential AI adaptation, as shown by the overlap of loop 3 with the intertwined loops 1 and 2.
“Thus, original task handling immediately feeds back to the question of potential AI adaptation as shown by the overlap of loop 3 with the intertwined loops 1 and 2.”
Quote in the paperSubstantial claim - Interpretationnone given
The authors expect the four loops and schematic to be found in most AI-using organizations.
“In this study, we identified four intertwined loops of interacting organizational practices of collaborative task handling and compiled a detailed schematic of tasks, actors, and interacting organizational practices that we expect to find in most AI-using organizations.”
Quote in the paperSubstantial claim- Rests on an assumption: The two empirical cases in predictive maintenance are representative of AI-using organizations generally.
- Interpretationreasoning
Loop 1 and 2 are closely integrated.
“Thus, loop 1 and 2 are closely integrated.”
Quote in the paperNot a substantial claim - Interpretationreasoning
Explainability is also the result of and embedded in communicative negotiation and reflection, or exploration and experiment in the interplay with O-Tasks.
“Explainability is also the result of and embedded in communicative negotiation and reflection, or exploration and experiment in the interplay (2c) with O-Tasks.”
Quote in the paperSubstantial claim - Interpretationreasoning
The ways in which contextual factors can trigger technical change of AI is very different compared to conventional IT solutions where re-engineering work by human experts is crucial.
“The ways in which contextual factors can trigger technical change of AI is very different compared to conventional IT solutions where re-engineering work by human experts is crucial.”
Quote in the paperSubstantial claim - Interpretationcitation
These changes affect organizational practices and are a continuous outcome of other organizational practices that deal with decisions on the distribution of agency between human and AI.
“These changes affect organizational practices and are a continuous outcome of other organizational practices that deal with decisions on the distribution of agency between human and AI (Athey et al. 2020).”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Athey et al. 2020 source
- Interpretationreasoning
If we want to understand why technologies such as AI are more successful in one situation than another, we need to understand not only the impact of user behavior, but also the impact of organizational practices and their interaction within the four loops.
“If we want to understand-whether for analytical reasons or to achieve good design-why technologies such as AI are more successful in one situation than another, then we need to understand not only the impact of user behavior, but also the impact of organizational practices and their interaction within the four loops mentioned above.”
Quote in the paperSubstantial claim - Interpretationnone given
The continuous evolution of the AI System is a joint effort between management and operations.
“The continuous evolution of the AI System (4.6) is also a joint effort between management and operations.”
Quote in the paperSubstantial claim - Interpretationnone given
Other changes are triggered by the interplay of AI and O-Tasks.
“Other changes are triggered by the interplay of AI and O-Tasks (1c, 4c).”
Quote in the paperSubstantial claim
- Classified as probably not a substantial claim. 96
- May combine two claims. 46
Probably not a substantial claim: may not pass S2 (checkable).
InterpretationcitationThe idea of keeping society in the loop could apply also to the meso level, i.e., the organization in which AI is applied.
“There is no reason this idea could not apply also to the meso level, i.e., to the organization in which AI is applied.”
Quote in the paperNot a substantial claim1 of 1 sources checked- cites Rahwan (2018) source
Section 3 (p. 3) introduces society-in-the-loop as a way to embed society’s values in oversight of AI with broad societal implications. It does not propose applying the framework at the meso level of an organization; that extension is the citing author’s inference. (LLM, conf=0.84)
Experimental — accuracy not yet measured
Probably not a substantial claim: may not pass S3 (load-bearing).
PremisecitationMaintenance workers' knowledge and experience is of widely underappreciated value for the successful introduction of ML-based maintenance systems.
“Furthermore, maintenance workers' knowledge and experience is of widely underappreciated value for the successful introduction of ML-based maintenance systems (Pfeiffer 2020).”
Quote in the paperNot a substantial claim1 of 1 sources checked- cites Pfeiffer 2020 source
May combine two claims.
PremisecitationThere is as yet hardly any reliable data on the use of AI from an organizational perspective; even quantitative data with regard to AI at the firm level is still a clear research lacuna.
“There as yet hardly any reliable data on the use of AI from an organizational perspective; even quantitative data with regard to AI at the”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Seamans and Raj 2018 source
May combine two claims.
PremisecitationPerformance legitimacy, task legitimacy, and value legitimacy are of particular importance for the successful adaptation of new technologies, and they have to be established and negotiated in organizational practices.
“Performance legitimacy, task legitimacy, and value legitimacy are of particular importance for the successful adaptation of new technologies, they have to be established and negotiated in organizational practices (Ren 2019).”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Ren 2019 source
Classified as probably not a substantial claim.
InterpretationcitationThe evaluation of the performance legitimacy of employing AI has to be organized with respect to the effects on O-tasks.
“But again, this evaluation has to be organized with respect to the effects on O-tasks.”
Quote in the paperSubstantial claim1 of 1 sources checked- cites Ren 2019 source
Probably not a substantial claim: may not pass S2 (checkable).
InterpretationcitationTo develop an interaction between 4.1 and 4.2, a complementary combination of human and AI strengths is to be pursued.
“To develop an interaction between 4.1 and 4.2, a complementary combination of human and AI strengths is to be pursued (Dellermann et al. 2019;Jarrahi 2018).”
Quote in the paperNot a substantial claim1 of 2 sources checkedMay combine two claims.
PremisecitationSome changes result from external factors that include the societal context; others include aspects of inter-organizational collaboration with an ecology of external partners.
“Some changes result from external factors (4a) that include the societal context (Rahwan 2018), others usually include aspects of inter-organizational collaboration (Campion et al. 2020) with an ecology of external partners.”
Quote in the paperSubstantial claim2 of 2 sources checked- cites Rahwan 2018 source
Rahwan says broad societal values should guide the monitoring of AI systems (Section 6.1, p. 6), and that public-shaped norms should influence how their performance is measured (Section 7.5, p. 8). This supports societal context as an influence on changes to AI governance, but does not establish the broader claim that changes generally result from external factors. The inter-organizational collaboration clause is attributed to another citation, not Rahwan. (LLM, conf=0.78)
Experimental — accuracy not yet measured - cites Campion et al. 2020 source
Probably not a substantial claim: may not pass S3 (load-bearing).
Study design and conductcitationThe survey method and selection of interviewees in Case B were based on approaches from the German sociology of work tradition.
“The survey method and the selection of the interviewees were based on approaches from the German sociology of work tradition (Pfeiffer et al. 2019).”
Quote in the paperNot a substantial claim1 of 1 sources checked- cites Pfeiffer et al. 2019 source
May combine two claims.
Findingown dataOrganizational practices are needed and shape the use of AI/ML.
“We support this argument with evidence of two case studies in the area of predictive maintenance, by which we show how organizational practices are needed and shape the use of AI/ML.”
Quote in the paperSubstantial claim- The authors state this as an assumption: For every domain of AI application, activities and the strengths needed to accomplish them have to be analyzed in the context of organizational practices.
May combine two claims.
Findingown dataIn Case A, the plant operator was the main addressee of PM notifications, discussions and evaluations of warnings, malfunctions, and false alarms by the PM system, and corresponding reactions were object of team meetings on the shopfloor.
“In this case, the plant operator was the main addressee of PM notifications, discussions and evaluations of warnings, malfunctions, and false alarms by the PM system and according reactions were object of team meetings on the shopfloor.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
FindingcitationFrom the interviews in Case A, 77 specific challenges for PM integration were derived.
“From the interviews 77 specific challenges for PM integration were derived (Herrmann 2020).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Herrmann 2020 source
Probably not a substantial claim: may not pass S4 (based). May combine two claims.
Findingnone givenAt the moment when the PM system issues a notification, an employee has to decide what to do about it and how to integrate the response into routine maintenance tasks.
“At the moment when the PM system issues a notification, an employee has to decide what to do about it and how to integrate the response into routine maintenance tasks.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based).
Findingnone givenPM systems can make bad recommendations.
“PM systems can make bad recommendations.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Findingnone givenIn case A, a plant operator authorized to accept a notification is responsible for coordinating its complete handling.
“In case A, a plant operator who is authorized to accept a notification is responsible for the coordination of its complete handling.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
Findingown dataThe study compiled a detailed schematic of tasks, actors, and interacting organizational practices.
“In this study, we identified four intertwined loops of interacting organizational practices of collaborative task handling and compiled a detailed schematic of tasks, actors, and interacting organizational practices that we expect to find in most AI-using organizations.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
FindingreasoningNot every PM notification initiates a separate workflow, because coupling with other maintenance steps also takes place.
“That means that not every PM notification initiates a separate workflow, because coupling with other maintenance steps also takes place.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based).
Findingnone givenMaintenance processes are integrated into a network of actors from outside the company, with whom constant coordination must occur.
“Maintenance processes are integrated into a network of actors from outside the company, with whom constant coordination must occur.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based).
Findingnone givenOne of the first things that happens is that the PM message is forwarded to others who should know about it.
“One of the first things that happens is that the PM message is forwarded to others who should know about it.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based). May combine two claims.
Findingnone givenDoing repair work is usually not a job for one individual, and the plant operator has to check availability of others, capabilities, replacement parts, and tools.
“Doing the repair work is usually not a job for one individual, and the plant operator has to check the availability of the others involved, their capabilities, the availability of replacement parts, the availability of tools, etc.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based).
Findingnone givenEven practitioners in leadership positions within organizations tend to involve the organization and its experts from the various organizational contexts too little or too late when implementing AI systems.
“Even practitioners in leadership positions within organizations tend to involve the organization and its experts from the various organizational contexts too little or too late when implementing AI systems.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
FindingreasoningEven if the plant operator solves the problem indicated by the PM system directly, additional specialists may have to get involved.
“Even if the plant operator solves the problem indicated by the PM system directly, additional specialists may have to get involved.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
FindingreasoningCoordination of maintenance can include complex negotiations, for example involving a works council for weekend work or unplanned overtime.
“All in all, this coordination can possibly include complex negotiations, for example if a works council has to be involved because the repair work needs to be scheduled for a weekend or requires unplanned overtime.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
Findingnone givenEven already-implemented PM systems are in continuous need of intervening action of varying urgency and consequences.
“Even already-implemented PM systems are in continuous need of intervening action of varying degrees of urgency and with varyingly serious consequences (planned production downtimes, ordering expensive spare parts, etc.).”
Quote in the paperSubstantial claimMay combine two claims.
Findingown dataAI/ML use within PM requires or affects specific organizational practices, which can be grouped into six categories.
“When analyzing the data of both case studies from the perspective of embedding ML/AI within complex business organizations, we grouped the challenges and problems found into six categories where AI/ML use within PM requires or affects specific organizational practices.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Findingnone givenA basic kind of coordination takes place between internal maintenance and external providers of plant and equipment.
“A basic kind of coordination, which has to be clarified both generally and in particular situations, takes place between internal maintenance and the external providers of plant and equipment.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
FindingreasoningEmployees may have good reasons for not following the PM system's recommendation in certain situations.
“Employees may also have good reasons for not following the PM system's recommendation in certain situations, e.g., for an experimental handling of assumed false positive PM notifications.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
PremisecitationPredictive maintenance is considered to be one of the most important AI applications for Industry 4.0.
“Predictive maintenance (PM) is considered to be one of the most important AI applications for Industry 4.0 (Garcia et al. 2020).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Garcia et al. 2020 source
May combine two claims.
PremisecitationEngineering disciplines tend to leave organizational factors out of their equations, but also social sciences and management studies focus strongly on distributed agency between human and machine, addressing the organization often just as a static environmental condition than as a dynamic set of actors and rules.
“It may not be surprising that engineering disciplines tend to leave organizational factors out of their equations, but also social sciences and management studies focus strongly on the”
Quote in the paperSubstantial claim0 of 2 sources checkedProbably not a substantial claim: may not pass S4 (based).
Premisenone givenPrevious studies on the application of machine learning in maintenance are predominantly focused on concepts for a future application or on the prediction of possible effects on the level of work.
“Previous studies on the application of machine learning in the field of maintenance are predominantly focused on concepts for a future application or on the prediction of possible effects on the level of work.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based). May combine two claims.
Premisenone givenThe automotive industry is highly automated and has been very active in Industry 4.0 since the beginning, so there is already a lot of digital data with relevance for maintenance.
“In addition, the industry is highly automated and has been very active in the field of Industry 4.0 since the beginning, so there is already a lot of digital data with relevance for maintenance here.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
PremisecitationA McKinsey study valued predictive maintenance as one of the most economically lucrative use cases for AI and ML at 0.5-0.7 trillion USD.
“A McKinsey study pointed to predictive maintenance as one of the most economically lucrative use cases for AI and ML, valuing it at 0.5-0.7 trillion USD (Chui et al. 2018, p. 21).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Chui et al. 2018
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.
Premisenone givenBoth studies impressively demonstrate the consequences for the organization and its members, but they leave open to a large extent which organizational embedding would be the prerequisite for satisfactorily functioning and error-robust applications in this context and how they should be organized.
“Both studies impressively demonstrate the consequences for the organization and its members, but they leave open to a large extent which organizational embedding would be the prerequisite for satisfactorily functioning and error-robust applications in this context and how they should be organized.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based).
Premisenone givenPredictive maintenance is largely understood as an application of AI and machine learning, with organizational approaches slipping into the background in favor of data-driven, technical measures.
“Predictive maintenance is largely understood as an application of AI and machine learning, with organizational approaches slipping into the background in favor of datadriven, technical measures.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
Interpretationown dataThe concept of keeping the organization in the loop integrates four different kinds of loops: AI use, AI customization, AI-supported original tasks, and taking contextual changes into account.
“From the empirical cases, we extrapolate a concept of”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S4 (based).
Premisenone givenThe integration of dynamically changing technology into the complex organizational structures around all processes of maintenance plays a marginal role in previous studies.
“In contrast, the integration of this new, dynamically changing technology into the complex organizational structures around all processes of maintenance play a marginal role.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
Premisenone givenEven when the organization is seen as more than just another context, the focus lies on the initial integration of AI and not on organizing AI and human development over long periods of time.
“Also, even when the organization is seen as more than just another context, the focus lies on the initial integration of AI and not on organizing AI and human development over long periods of time (RQ2).”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
PremisereasoningThe organizational practices required to realize benefits from these solutions are not extensively discussed within these approaches.
“However, the organizational practices required to realize benefits from these solutions are not extensively discussed within these approaches.”
Quote in the paperSubstantial claimClassified as probably not a substantial claim. May combine two claims.
PremisecitationSocio-technical design emphasizes the relevance of the organization and argues that the dimensions of human individuals, technology, and organization should be integrated.
“Socio-technical design emphasizes the relevance of the organization and argues that the dimensions of human individuals, technology, and organization should be integrated (Baxter and Sommerville 2011;Eason 1989;Kirsch et al. 1995;Mumford 2006).”
Quote in the paperSubstantial claim0 of 3 sources checkedProbably not a substantial claim: may not pass S2 (checkable).
PremisecitationThe intertwinement between the social and technical dimensions and its evolution are the most crucial challenges of sociotechnical design.
“We suggest that the intertwinement between both and its evolution are the most crucial challenges of sociotechnical design (Fischer and Herrmann 2015;Herrmann et al. 2021).”
Quote in the paperNot a substantial claim0 of 2 sources checkedProbably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
PremisecitationOriginally, AI design includes aspects of replacing humans with machines, and there is a still-growing literature that identifies tasks that can be or will likely be automated.
“Originally, AI design includes aspects of replacing humans with machines, and there is a still-growing literature that identifies tasks that can be or will likely be automated (Brynjolfsson and Mitchell 2017).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Brynjolfsson and Mitchell 2017 source
May combine two claims.
Study design and conductnone givenBoth case studies took place in a similar data collection period and in the same industry, but deliberately contrast in the size of the plants studied and in the disciplinary access.
“Both case studies took place in a similar data collection period and in the same industry, but deliberately contrast in two respects: (a) in the size of the plants studied and (b) in the disciplinary access as originally, case study A was researched from the perspective and with the methods of business informatics and case study B from the perspective and with the methods of sociology.”
Quote in the paperSubstantial claimMay combine two claims.
Premisenone givenThere is also a dearth of qualitative case studies, which are necessary to reveal how organizations integrate AI in practice.
“There is also a dearth of qualitative case studies, which are necessary to reveal how organizations integrate AI in practice.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based).
Premisenone givenOverlooked are the multiple layers between micro and macro views: the meso level of organizations, institutions, networks, communities, processes, and agreements in which any use of technology is decided, realized, concretized, micromanaged, and processed as well as changed and developed on a daily basis.
“Overlooked are the multiple layers between these micro and macro views: the meso level of organizations, institutions, networks, communities, processes, and agreements in which (any) use of technology is (and must be) decided, realized, concretized, micromanaged, and processed as well as changed and developed on a daily basis:”
Quote in the paperNot a substantial claimMay combine two claims.
Premisenone givenThe relationship between management and employees is particularly relevant but rarely addressed in AI research.
“Also, the relationship between management and employees is particularly relevant but rarely addressed in AI research.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S4 (based).
Premisenone givenThese authors do not consider that humans are involved not only in human-machine loops but are also simultaneously engaged in organizational loops like managerial decisions, coordination, and negotiation of agreements.
“However, these authors do not consider the fact that humans are involved not only in human-machine loops but are also simultaneously engaged in organizational”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningExplanations of the background of decisions proposed by AI contribute to an overall understanding of the functioning of AI and its potentials and limits, and thus promote the development of users' competences when dealing with AI and related tasks.
“We suggest that explanations of the background of decisions proposed by AI do not only help improve a single instance of task handling but contributes to an overall understanding of the functioning of AI and its potentials and limits, and thus promote the development of users' competences when dealing with AI and the related tasks.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningAI in its current and prospective stages of development represents one of the clearest challenges to be met by the concept of keeping the organization in the loop.
“While all kinds of complex technologies (such as ERP-systems, telecommunication infrastructure etc.) might benefit from the concept of keeping the organization in the loop, AI in its current and prospective stages of development represents one of the clearest challenges to be met by this concept.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningA large set of organizational measures is needed to deal with AI-related shortcomings and to engage in quality assurance and continuous improvement.
“Rather, a large set of organizational measures is needed to deal with AI-related shortcomings and to engage in quality assurance and continuous improvement.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based).
InterpretationreasoningThe interplay between handling an AI outcome and the carrying out of original tasks to be supported or triggered by this outcome has to be coordinated.
“Most important, the interplay (1c) between handling an AI outcome and the carrying out of original tasks to be supported or triggered by this outcome has to be coordinated.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.
Interpretationnone givenExperiments and interventions can be risky and have to be authorized by the organization.
“Experiments and interventions can be risky and have to be authorized by the organization (2b).”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim. May combine two claims.
InterpretationreasoningSince AI is not based on conventional algorithms that could be tested with respect to complete knowledge about its internal structure, the quality of AI outcome has to be checked against its value for repeatedly handling the series of original tasks.
“(2) Since AI is not based on conventional algorithms that could be tested with respect to complete knowledge about its internal structure, the quality of AI outcome has to be checked against its value for repeatedly handling the series of original tasks (maintaining of machinery in the case of PM).”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
InterpretationreasoningThis is particularly true for ML-based AI that draws on underlying training data and where every usage of AI produces new data potentially relevant for (re-)training.
“This is particularly true for ML-based AI that draws on underlying training data and where every usage of AI produces new data that is potentially relevant for (re-)training.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S4 (based). May combine two claims.
Interpretationnone givenHuman decisions not following PM recommendations can later prove bad or lead to quality losses, high costs, or legal liability problems.
“These human decisions can later prove to be bad or can lead to quality losses, high costs, or even legal liability problems.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationcitationRefining AI results is not mainly a question of HCI design; it is a challenge for the entire organization.
“Using and evolving AI of refining AI results is not mainly a question of HCI design (Cai et al. 2019a).It is a challenge for the entire organization.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Cai et al. 2019a
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Classified as probably not a substantial claim.
InterpretationreasoningThe parameters of the PM system at the time a defective part was produced may have to be reconstructed weeks later.
“The parameters of the PM system at the time the defective part was produced may have to be reconstructed weeks later.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable).
Interpretationnone givenInteractions in the organization should be investigated continuously, not just during AI rollout.
“b) Interactions in the organization should be investigated continuously, not just during AI rollout.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.
Interpretationnone givenThe organization has to decide who is in charge of continuous quality assurance for PM and who is responsible for and has permission to modify the PM system.
“The organization has to decide who is in charge of continuous quality assurance for PM and who is responsible for and has the permission to modify the PM system.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
InterpretationreasoningAn elaborated handling of PM notifications will include reflection and understanding of their underlying causes and consideration of possible dependencies with other material and technical facts and other maintenance work.
“An elaborated handling of PM notifications and the problem that generated them will include a reflection and understanding of their underlying causes (see Sect. 4.5.2) and a consideration of possible dependencies with other material and technical facts as well as relations to other ongoing or prescheduled maintenance work.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based).
Interpretationnone givenManagement and workers have to decide which subset of a larger set of original tasks will be supported by AI.
“This interplay supposes management and workers have to decide which subset of a larger set of original tasks will be supported by AI.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
InterpretationreasoningThe question of who is allowed to decide, initiate, order, or remedy what AI-provided decision, alone or with others, and at what level, has to be resolved in the context of a PM system time and again.
“The complex question of who is allowed to decide, initiate, order, or remedy what AI-provided decision, whether alone or with others, and at what level has to be resolved in the context of a PM system time and again.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).
Interpretationnone givenA distinction must be made between situational versus general coordination requirements.
“A distinction must be made between situational versus general coordination requirements.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningProcesses of socialization into procedures of interacting with AI applications have to instill organizational readiness for ongoing change and learning.
“Instead these have to instill organizational readiness for ongoing change and learning.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim. May combine two claims.
Interpretationown dataThe four loops refer to task handling that: 1) directly deals with AI (UA-tasks, loop 1) using and assessing the outcome of AI and includes steps of refining the outcome or experimenting with it, 2) directly deals with AI (CA-tasks, loop 2) by contributing to the evolution of the AI system based on its customization and improvement, 3) exist before AI usage as original tasks (O-tasks, loop 3) that
“These four loops, derived from our empirical findings, refer to task handling that: 1) directly deals with AI (UA-tasks, loop 1) using and assessing the outcome of AI and includes steps of refining the outcome or experimenting with it, 2) directly deals with AI (CA-tasks, loop 2) by contributing to the evolution of the AI system based on its customization and improvement, 3) exist before AI usage”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
InterpretationreasoningCoordination with external partners is an ongoing task, necessary not only when implementing the PM system but also when external relations change and when ML-based PM itself changes.
“The coordination with external partners is an ongoing task.It is not only necessary when implementing the PM system, but also in the case where external relations change (change of supplier, changed supplier evaluation, etc.) and, if necessary, also in case of the frequent changes in MLbased PM itself.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningPM necessitates two types of maintenance, and the second type is surrounded by organizational roles and procedures.
“In this sense, PM necessitates two types of maintenance, and also the second type of maintenance is surrounded by organizational roles and procedures.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningIn implementing AI, technically oriented operational departments and HR administrators need to cooperate more than usual.
“In implementing AI, the more technically oriented operational departments and HR administrators (who usually have little technical expertise) need to cooperate more than usual.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningIncluding AI into the realm of original tasks requires changes of the rights and duties of roles to be included and of the workflows to be coordinated.
“Including AI into the realm of original tasks requires changes of the rights and duties of roles to be included (3a) and of the workflows to be coordinated (3b).”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
Interpretationnone givenExplainability is just another technical feature, not a quality of ML alone.
“However, explainability is just another technical feature, not a quality of ML alone.”
Quote in the paperSubstantial claimMay combine two claims.
InterpretationreasoningCustomization of the AI system is an ongoing endeavor, continuously triggered by the need to deal with changes and by the interplay with the fulfillment of O-Tasks as an indicator of the quality of AI outcome.
“It is an ongoing endeavor, continuously triggered by the need to deal with changes (4.5) and by the interplay (2c) with the fulfillment of O-Tasks as an indicator of the quality of AI outcome.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningEvery decision regarding how an anticipated problem has to be dealt with and how upcoming tasks are handled and assigned has to be coordinated with upstream and downstream organizational functions and/or departments.
“Every decision regarding how an anticipated problem has to be dealt with and how the upcoming tasks are handled and assigned has to be coordinated with upstream and downstream organizational functions and/or departments because of possible consequences concerning economic questions, technical issues, questions about the stream of material, productivity or quality, etc.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
Interpretationnone givenNecessary changes can be supported by the internal project team, but external partners can help in understanding the limitations and opportunities of the AI application as well as the potential for further evolution.
“Necessary changes can be supported by the internal project team, but external partners can help in understanding the limitations and opportunities of the AI application as well as the potential for further evolution (4b).”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
InterpretationreasoningWhen a PM system is introduced, time management, topic management, prioritization, and documentation work have to be reorganized for maintenance coordination meetings.
“When a PM system is introduced, time management, the management of topics, their prioritization, and the subsequent documentation work have to be reorganized for running these meetings, and it has to be determined how far aspects such as prioritization become a matter of AI when its data-based capacities will increase over time.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based).
Interpretationnone givenThe customization of the AI system (CA-tasks) is an ongoing challenge.
“We consider the customization of the AI system (CA-tasks) as an ongoing challenge.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Study design and conductcitationThe company-case-study method used in Case B is similar to the method more often used in international research.
“These are similar to the company-case-study method more often used in international research (Yin 2008).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Yin 2008
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).
Interpretationnone givenIn the event of a malfunction, which kinds of problems can be fixed internally and which require calling in an external service must be clarified.
“In the event of a malfunction, which kinds of problems can be fixed internally and which ones require calling in an external service must be clarified.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
Interpretationnone givenThe organization has to decide who is authorized to deal with PM messages.
“First, the organization has to decide who is authorized to deal with the PM messages (see Sect. 4.3).”
Quote in the paperSubstantial claimMay combine two claims.
InterpretationreasoningHow the workforce deals with the outcome of an AI system is not only a matter of HCI but of complex, collaborative decisions that need ongoing coordination.
“How the workforce deals with the outcome of an AI system is not only a matter of HCI but of complex, collaborative decisions (Fig. 2, 4.2) that need ongoing coordination (Fig. 2, 4.3).”
Quote in the paperSubstantial claimMay combine two claims.
InterpretationreasoningNot only AI usage produces potential training data for ML but also its context.
“(3) Not only AI usage produces potential training data for ML but also its context.”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
Interpretationnone givenContinuous ensuring of the functioning of AI-based socio-technical systems requires dealing with the external world and with changes to understand how the evolution of AI is coordinated with respect to the contextually triggered dynamics of original tasks.
“• RQ2: Continuous ensuring of the functioning of AIbased socio-technical systems requires dealing with the external world (4.4) and with changes (4.5) to understand how the evolution of AI is coordinated (4.3) with respect to the contextually triggered dynamics of original tasks.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S4 (based).
Interpretationnone givenUnder the condition of AI usage, all organizational procedures have to consider that they are triggered by more or less reliable forecasts that can become obsolete after a procedure has been started.
“Under the condition of AI usage, all of these organizational procedures have to set under consideration that they are triggered by more or less reliable forecasts that can become obsolete after a procedure has been started.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based).
Interpretationnone givenCollecting examples as a knowledge-management environment is an organizational task involving a variety of people, procedures, responsibilities, and decisions.
“Collecting examples-as a kind of a knowledge-management environmentis an organizational task involving a variety of people, procedures, responsibilities, and decisions.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable). May combine two claims.
InterpretationreasoningContextually produced data can permanently be used for new training cycles and it is more about organizational than technical questions about whether, when, and with which data the re-training will take place.
“Contextually produced data can permanently be used for new training cycles and it is more about organizational than technical questions about whether, when, and with which data the re-training will take place.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim.
InterpretationreasoningThe organizational processing and embedding of PM is not a self-starter.
“Thus, the organizational processing and embedding of PM is anything but a self-starter.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based).
Interpretationnone givenKeeping the human in the loop in any organization that uses AI involves a variety of interactions on many levels, both between humans and machines and among humans in different organizational roles.
“Against this backdrop, it seems clear that “keeping the human in the loop” in any organization that uses AI involves a variety of interactions on many levels, both between humans and machines and among humans in different organizational roles.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningThis co-evolution and continuous alignment applies particularly to the realm of AI and machine learning, where organizational practices have to accompany the continuing need and potential for improving AI based on new data that emerge by task-handling and contextual changes.
“This applies particularly to the realm of AI and machine learning, too, where organizational practices have to accompany the continuing need and potential for improving AI based on new data that emerge by taskhandling and contextual changes.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based).
Interpretationnone givenThe organization must ensure that these rules are known and accepted by employees dealing with PM notifications and by all employees in the organizational loops within which this decision-making is embedded.
“Furthermore, the organization has to make sure that these rules are known and accepted by the employees dealing with PM notifications and by all employees in the organizational loops within which this decision-making is embedded.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based).
Premisenone givenA typical phenomenon to be accounted for in socio-technical design is that organizational practices and technology continuously co-evolve and have to be continuously aligned.
“A typical phenomenon to be accounted for in socio-technical design is that organizational practices and technology continuously co-evolve and have to be continuously aligned.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationcitationAn AI result may not be considered when performing O-tasks, even if it is potentially relevant; this is a broader requirement than implementing the technical ability to veto.
“An AI result may not be considered when performing O-tasks, even if it is potentially relevant-this is a broader requirement than the approach of implementing the technical ability to veto as proposed by Rakova et al. (2020).”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Rakova et al. (2020)
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S3 (load-bearing).
Interpretationnone givenThe schema presented in Fig. 2 shows how each of the six categories identified and discussed in Sect. 4 mutually interact.
“The schema presented in Fig. 2 shows how each of the six categories identified and discussed in Sect. 4 mutually interact.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
Interpretationnone givenA systematic framework of keeping the organization in the loop when applying AI has to acknowledge the interplay of organizational practices instead of regarding them as isolated measures.
“• RQ3: A systematic framework of keeping the organization in the loop when applying AI has to acknowledge the interplay of organizational practices instead of regarding them as isolated measures.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable). May combine two claims.
InterpretationreasoningPromotion of continuously interwoven explanation and exploratory adaptation has to acknowledge the value of developing human competence in dealing with AI and seek to protect the experiential property of workers used and developed during decision-making with and customization of AI.
“This promotion has to acknowledge the value of developing human competence in dealing with AI and seek to protect the experiential property of the workers that is used and developed during decisionmaking with (4.2) and customization of AI (4.6).”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningThe interplay of organizational practices has to be adjusted in a way that keeps the four loops displayed in Fig. 1 synchronized.
“This interplay has to be adjusted in a way that keeps the four loops displayed in Fig. 1 synchronized.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).
InterpretationreasoningIf defective parts produced on equipment are returned later, it must be legally clarified whether the cause lay with the parts manufacturer, equipment manufacturer, or supplier of the PM system.
“If, for example, defective parts produced on the equipment are returned at a later date, it must be legally clarified whether the cause of the defect lay with the parts manufacturer, the equipment manufacturer, or the supplier of the PM system.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable), S4 (based).
Interpretationnone givenFor all successive decision-making after a PM warning and in its context, organizational rules have to be specified and conventions established.
“For all successive decision-making after a PM warning and in its context, organizational rules have to be specified and conventions have to be established.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningThe necessity of external coordination will not disappear after PM implementation; rather, the way the interplay with the external world is managed will change and face new challenges.
“This necessity will not disappear after PM implementation.Rather, the way the interplay with the external world is managed will change and will face new challenges.”
Quote in the paperSubstantial claimClassified as probably not a substantial claim.
InterpretationreasoningFor continuously interwoven explanation and exploratory adaptation to occur, it must be promoted by the interplay between coordination and HR.
“For this to occur, it must be promoted by the interplay (2a) between coordination and HR.”
Quote in the paperSubstantial claimMay combine two claims.
InterpretationreasoningIn the realm of O-tasks, extending the level of AI support simultaneously implies shifting control from management to technology and a redistribution of power because control over repairs is no longer in the hands of management alone but is also relegated in part to PM-driven notifications.
“In the realm of the O-tasks, extending the level of AI support simultaneously implies shifting control from management to technology and a redistribution of power because control over repairs is no longer in the hands of management alone but is also relegated in part to PM-driven notifications.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationreasoningIn the case of AI, where quality cannot sufficiently be tested before runtime, documentation and initiation of quality improvement is continuously necessary.
“In the case of AI-where its quality cannot sufficiently be tested before runtime-documentation and the initiation of quality improvement is continuously necessary.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
InterpretationcitationOrganizational practices have to provide the channels and procedures that allow negotiation and communication to take place as both can still be seen as superior human strengths.
“Organizational practices (1a) have to provide the channels and procedures that allow negotiation and communication to take place as both can still be seen as superior human strengths (Jarrahi 2018).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Jarrahi 2018 source
Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.
Interpretationnone givenWho has access to which data must first be clarified in general but also checked and adjusted during software updates.
“Who has access to which data must first be clarified in general but also checked and adjusted during software updates (of the embedded system as well as of the AI/PM systems).”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based). May combine two claims.
InterpretationreasoningSince AI plays the role of a decision-proposer, the persons addressed must have the standing and rights to oppose such a proposal; this must be checked and determined at least once by superiors, process managers, and/or HR.
“Since AI plays the role of a decision-proposer, the persons addressed must have the standing and rights to oppose such a proposal; whether this is the case must be checked and determined at least once by superiors, process managers, and/or HR (see Sect. 4.1).”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim. May combine two claims.
Interpretationnone givenThe organization that implemented the PM system must provide rules for decision-making, align them with its strategies, and continuously adapt them to changes in conditions and strategies.
“It is a task of the organization that has implemented the PM system to provide the rules for these instances of decision-making, to align them with its strategies, and to continuously adapt the rules in accordance with changes in conditions and strategies.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).
InterpretationcitationSpecific human strengths have to be taken into account in decisions on the distribution of agency between human and AI.
“Specific human strengths have to be taken into account in these decisions-as described for instance by Jarrahi (2018).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Jarrahi (2018) source
Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).
InterpretationreasoningMaintenance contracts must be negotiated that deal with the extent to which external actors are allowed to influence AI-based PM.
“For this purpose, maintenance contracts must be negotiated that also deal with the question of the extent to which external actors are allowed to influence AI-based PM.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based). May combine two claims.
Interpretationnone givenEvery PM notification or failure to appropriately notify requires two human responses: whether the plant has to be maintained and whether the PM system itself needs to be adjusted.
“Every PM notification (or failure to appropriately notify) requires two human responses: whether the plant has to be maintained and whether the PM system itself needs to be adjusted (see Sect. 4.2).”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim. May combine two claims.
Interpretationnone givenLeadership and HR are decisive factors in shaping organizational processes, supporting change, ensuring employee skill development, and enabling a learning organization, especially for embedding AI technology within organizations.
“Leadership and human resource management (HR) are decisive factors in shaping organizational processes, supporting change, ensuring employee skill development, and enabling a learning organization-this is all the more true for embedding AI technology within organizations.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based).
Interpretationnone givenIt is a matter of organizational decision rules to whom and under what circumstances PM notifications can or must be forwarded.
“It is a matter of organizational decision rules to whom and under what circumstances PM notifications can or must be forwarded.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningUnderstanding and reflecting the dynamics of AI and O-Tasks and diagnosing the causes of problems in the performance of O-Tasks may lead to new tasks.
“Understanding and reflecting these dynamics and diagnosing the causes of problems in the performance of the O-Tasks (4.5, tracing causes) may lead to new tasks.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable).
Interpretationown dataThe study of human-computer interaction has to include the organizational context.
“a) The study of human-computer interaction has to include the organizational context.”
Quote in the paperNot a substantial claimMay combine two claims.
Interpretationown dataTo realize benefits from complementary strengths of humans and AI and from fostering their coevolutionary improvement, it is not sufficient to just plug in AI technology; it is necessary to also develop new organizational practices including organizational learning and improvement of human collaboration.
“d) To realize benefits from the complementary strengths of humans and AI and from fostering their coevolutionary improvement, it is not sufficient to just plug in AI technology.By contrast, it is necessary to also develop new organizational practices including organizational learning and improvement of human collaboration.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based). May combine two claims.
Interpretationnone givenPM systems based on machine learning and constantly changing learning data sets are dynamic systems, which means that completely new legal and liability challenges arise.
“PM systems based on machine learning and constantly changing learning data sets are dynamic systems, which means that completely new legal and liability challenges arise.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based).
Interpretationnone givenThe outputs that enable explainability can create more explanations of PM notifications than the organization requires or can even process.
“The outputs that enable explainability can create more explanations of PM notifications than the organization requires or can even process.”
Quote in the paperNot a substantial claimClassified as probably not a substantial claim. May combine two claims.
InterpretationreasoningHow to proceed when PM recommendations are not followed and what consequences employees face are questions the organization must answer.
“How to proceed in such cases and what consequences employees will face are questions the organization must answer (see Sect. 4.2).”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based).
Interpretationnone givenNew coordination requirements will likely only emerge after PM has been in use for a longer period of time.
“Moreover, new coordination requirements will likely only emerge after PM has been in use for a longer period of time.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Interpretationnone givenBeyond involving people, the acquisition of spare parts or special tools also has to be organized.
“Beyond the involvement of people, the acquisition of spare parts or special tools also has to be organized.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based).
Interpretationnone givenDesigning and improving PM systems, creating new learning queues, and deciding on new training data necessitates having qualified or qualifiable employees.
“Designing and improving PM systems, creating new learning queues, and deciding on new training data necessitates having qualified (or qualifiable) employees.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S2 (checkable). May combine two claims.
InterpretationreasoningProcedures must be developed to regulate how system states can be continuously documented and what to do if liability has to be clarified.
“Procedures must be developed for this purpose that regulate how system states can be continuously documented and what to do in the event that liability has to be clarified.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Interpretationnone givenIf an operator decides that PM messages should trigger further action, the subsequent activities have to be coordinated.
“If an operator decides autonomously or in communication with others that the PM messages should trigger further action, the subsequent activities have to be coordinated.”
Quote in the paperNot a substantial claim
The authors state this as an assumption.
For every domain of AI application, activities and the strengths needed to accomplish them have to be analyzed in the context of organizational practices.
“Consequently, we assume that for every domain of AI application-such as predictive maintenance-activities and the strengths needed to accomplish them have to be analyzed in the context of organizational practices.”
The paper relies on this without support.
Organizations are subject to their own logic, integrated into complex external environments, and divided internally by competition among departments with divergent interests.
“Organizations-be they commercial enterprises or public institutions-are subject to their own logic, integrated into complex external environments, and divided internally by competition among departments with divergent interests.”
The paper relies on this without support.
Decisions, whether technically or humanly generated, must be negotiated and processed within the organization.
“No matter whether decisions are technically or humanly generated, they must be negotiated and processed within the organization.”
The paper relies on this without support.
The organizational context surrounds human actors and affects the way they handle their tasks.
“This organizational context surrounds human actors and affects the way they handle their tasks.”
The paper relies on this without support.
Predictive maintenance can have consequences not only for the organization and its members, but also for production technology, product quality, delivery reliability, etc.
“Precisely because PM can have consequences not only for the organization and its members, but also for production technology, product quality, delivery reliability, etc., we ask about the organizational conditions for this entire complex--and, also technical--system, not only for the impacts and consequences for the organization.”
The paper relies on this without support.
In socio-technical systems, organizational practices and human-computer interaction are closely intertwined, shaping the roles humans play in their daily work.
“In socio-technical systems, organizational practices and human-computer interaction are closely intertwined, shaping the roles humans play in their daily work-when interacting with technology as well as within organizational practices and processes.”
The paper relies on this without support.
The two case studies of PM implementation provide a sufficient basis for deriving generic organizational requirements for the design of human-machine systems of AI-based systems.
“The following analysis systematically traces these organizational categories based on both case studies and then discusses the generic organizational requirements for the design of human-machine systems of AI-based systems.”
The paper relies on this without support.
Four feedback cycles are sufficient to ensure regulation, control, and supervision of AI-based processes.
“we argue that ensuring regulation, control, and supervision of AI-based processes needs four feedback cycles.”
The paper relies on this without support.
The six organizational categories identified from the PM cases are applicable to AI/ML use in organizations generally.
“Below, we describe these categories in general terms that could also be valid for any organization.”
The paper relies on this without support.
The two empirical cases in predictive maintenance are representative of AI-using organizations generally.
“Based on sociological theory and two empirical cases in the field of predictive maintenance, the contribution of our study is to broaden human-centered AIdesign research by keeping the organization in the loop in analyses and design of AI use.”
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
Each contradiction between two passages listed here was confirmed by an independent check.
RQ1 answer points to the wrong section for AI-outcome decision-making
MinorThe RQ1 summary identifies decision-making about AI outcomes as section 4.5, but section 4.5 is about dealing with changes. Decision-making about AI outcomes is section 4.2.
“decisionmaking about AI outcome (4.5) and evolving the AI sys-tem (4.6)”
“## 4.2 Decision-making about AI outcome”
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“Inter-disciplinarity is a challenge and is often understood as a “one-way cross-disciplinarity […] with researchers in one field using knowledge or output from a different field without feedback in the other direction that contributes to more integrative knowledge” (Morss et al. 2021, p. 1154).”
BackgroundInteractive Human Centered Artificial Intelligence
Schmidt, A. (2020) · International Conference on Advanced Visual Interfaces (AVI) · doi:10.1145/3399715.3400873 · Cited by 61 · cited 1× · see citing works
“Schmidt (2020) proposes various ways human-centered AI can keep the human in control.”
BackgroundLi, J., & Herd, A. M. (2017) · Human Resource Development International · doi:10.1080/13678868.2017.1308460 · Cited by 58 · cited 2× · see citing works
“This includes design-oriented implications like these: • AI-based decision-making could be designed to include the support for organizational practices, e.g., by integrating features for knowledge management (Li and Herd 2017).”
BackgroundMeta-design: Transforming and Enriching the Design and Use of Socio-technical Systems
Fischer, G., & Herrmann, T. (2015) · Computer Supported Cooperative Work · doi:10.1007/978-1-4471-6720-4_6 · Cited by 50 · cited 1× · see citing works
“We suggest that the intertwinement between both and its evolution are the most crucial challenges of socio-technical design (Fischer and Herrmann 2015; Herrmann et al. 2021).”
BackgroundSelf-citationAI in Context: The Labor of Integrating New Technologies
Mateescu, A., & Elish, M. C. (2019) · doi:10.69985/xtet4824 · Cited by 49 · see citing works
Ren, M. (2019) · The Journal of Chinese Sociology · doi:10.1186/s40711-019-0109-x · Cited by 42 · cited 6× · see citing works
“3) to modify the AI system and to what extent modification is to be undertaken, dimensions of power and control are on the table (Kellogg et al. 2020; Ren 2019; Vallas and Hill 2012).”
BackgroundInfluentialConceptualizing Power in Organizations
Vallas, S. P., & Hill, A. (2012) · Research in the Sociology of Organizations · doi:10.1108/s0733-558x(2012)0000034009 · Cited by 37 · cited 3× · see citing works
“The necessity of dealing with power relationships in organizations is mostly neglected in AI-related discourses (Ren 2019; Vallas and Hill 2012).”
BackgroundInfluentialKontext und KI: Zum Potenzial der Beschäftigten für Künstliche Intelligenz und Machine-Learning
Pfeiffer, S. (2020) · HMD Praxis der Wirtschaftsinformatik · doi:10.1365/s40702-020-00609-8 · Cited by 30 · see citing works
Self-citationA problem-based approach to the advancement of heuristics for socio-technical evaluation
Herrmann, T., Jahnke, I., & Nolte, A. (2022) · Behaviour & Information Technology · doi:10.1080/0144929x.2021.1972157 · Cited by 27 · cited 1× · see citing works
“We suggest that the intertwinement between both and its evolution are the most crucial challenges of socio-technical design (Fischer and Herrmann 2015; Herrmann et al. 2021).”
BackgroundSelf-citationJohnson, A. W., Duda, K. R., Sheridan, T. B., & Oman, C. M. (2016) · Human Factors The Journal of the Human Factors and Ergonomics Society · doi:10.1177/0018720816665759 · Cited by 25 · cited 1× · see citing works
“…of distributed strengths highlights why keeping humans in the loop might be necessary: “operational systems often employ intermediate levels of automation in which the operator sets the high-level goals and monitors the automation as it performs the low-level tasks” (Johnson et al. 2017, p. 229).”
BackgroundJobs as Gordian Knots: A New Perspective Linking Individuals, Tasks, Organizations, and Institutions
Cohen, L. E. (2016) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0733-558x20160000047013 · Cited by 24 · see citing works
From machine learning to machine teaching
Lindvall, M., Molin, J., & Löwgren, J. (2018) · interactions · doi:10.1145/3282860 · Cited by 23 · cited 1× · see citing works
“Lindvall et al. (2018) note that clinicians’ corrections could be used to improve ML. Finally, and along the same lines, Amershi et al. would require practitioners to be involved not only in the rollout and training phases of an ML system but also after it has begun normal operation (Amer-shi et…”
BackgroundCollaborating AI and human experts in the maintenance domain
Illankoon, P., & Tretten, P. (2020) · AI & Society · doi:10.1007/s00146-020-01076-x · Cited by 23 · cited 1× · see citing works
“Other strategies focus more on models of collaboration between humans and AI in a maintenance system and emphasize the importance of both sets of knowledge (Illankoon and Tretten 2020).”
BackgroundLindebaum, D., & Ashraf, M. (2021) · Academy of Management Review · doi:10.5465/amr.2021.0036 · Cited by 22 · cited 1× · see citing works
“Organizational and management theory is currently debating whether and how AI/ML could be used to test and prune medium-scale or even large-scale organizational theories (c.f. Leavitt et al. 2020; critically Lindebaum and Ashraf 2021).”
MethodAdvances in Human Factors/Ergonomics
(1986) · Advances in human factors/ergonomics · doi:10.1016/b978-0-444-42701-4.50001-8 · Cited by 20 · see citing works
Doing Industry 4.0 – participatory design on the shop floor in the view of engineering employees
Pfeiffer, S., Lee, H., & Held, M. (2019) · Cuadernos de Relaciones Laborales · doi:10.5209/crla.66039 · Cited by 17 · cited 2× · see citing works
“The survey method and the selection of the interviewees were based on approaches from the German sociology of work tradition (Pfeiffer et al. 2019).”
BackgroundMethodSelf-citation“Super-intelligent” machine: technological exuberance or the road to subjection
Brödner, P. (2017) · AI & Society · doi:10.1007/s00146-017-0731-6 · Cited by 16 · cited 1× · see citing works
“There is an ongoing discussion of how the advance of artificial intelligence (AI), especially machine learning (ML), will change the work of employees (Brödner 2018; Brynjolfsson and Mitchell 2017; Webb 2020).”
BackgroundSocio-Technical Design of Hybrid Intelligence Systems – The Case of Predictive Maintenance
Herrmann, T. (2020) · Lecture Notes in Computer Science · doi:10.1007/978-3-030-50334-5_20 · Cited by 16 · cited 1× · see citing works
“From the interviews 77 specific challenges for PM integration were derived (Herrmann 2020).”
BackgroundSelf-citationGroup Cognition and Collaborative AI
Koch, J., & Oulasvirta, A. (2018) · Human–Computer Interaction Series · doi:10.1007/978-3-319-90403-0_15 · Cited by 15 · cited 1× · see citing works
“However, the more highly developed concepts of “collabora-tive AI”, “responsible AI”, or “hybrid intelligence systems” see a long-term role for humans in the application of AI systems (Dellermann et al. 2019; Koch and Oulasvirta 2018; Schiff et al. 2020).”
BackgroundPredicting maintenance work hours in maintenance planning
Khalid, W., Albrechtsen, S. H., Sigsgaard, K. V., Mortensen, N. H., Hansen, K. B., & Soleymani, I. (2020) · Journal of Quality in Maintenance Engineering · doi:10.1108/jqme-06-2019-0058 · Cited by 15 · cited 1× · see citing works
“Some approaches focus more on the reduction of working hours and thus the proportion of human labor using more ML (Khalid et al. 2020; Silva 2020).”
MethodThe Allocation of Decision Authority to Human and Artificial Intelligence
Athey, S., Bryan, K., & Gans, J. (2020) · doi:10.3386/w26673 · Cited by 14 · cited 3× · see citing works
“These changes affect organizational practices and are a continuous outcome of other organizational practices that deal with decisions on the distribution of agency between human and AI (Athey et al. 2020).”
BackgroundInfluentialThe Structuring of Work in Organizations
(2016) · doi:10.1108/s0733-558x20160000047006 · Cited by 13 · see citing works
Work Requirements and Qualifications in Maintenance 4.0
Windelband, L. (2016) · Springer eBooks · doi:10.1007/978-3-662-53305-5_6 · Cited by 12 · cited 1× · see citing works
“Other research address the new skill requirements for maintenance staff whenever ML is used (Windelband 2017).”
BackgroundMachine Learning Based Predictive Maintenance of Infrastructure Facilities in the Cryolithozone
Timofeev, A. V., & Denisov, V. M. (2019) · Studies in systems, decision and control · doi:10.1007/978-3-030-31328-9_3 · Cited by 11 · cited 1× · see citing works
“It is used for process technology such as energy supply as well as for infrastructure facilities (Doleski 2020; Timofeev and Denisov 2020).”
MethodRequirements for an Intelligent Maintenance System for Industry 4.0
Garcia, E., Costa, A., Palanca, J., Giret, A., Julian, V., & Botti, V. (2020) · Studies in Computational Intelligence · doi:10.1007/978-3-030-27477-1_26 · Cited by 10 · cited 1× · see citing works
“Predictive maintenance (PM) is considered to be one of the most important AI applications for Industry 4.0 (Garcia et al. 2020).”
BackgroundInfluentialOlivotti, D., Passlick, J., Axjonow, A., Eilers, D., & Breitner, M. H. (2018) · Lecture notes in business information processing · doi:10.1007/978-3-030-00713-3_20 · Cited by 6 · cited 1× · see citing works
“For instance, for ensuring continuous learning of anomaly detectors, Olivotti et al. (2018) propose feedback loops to integrate the knowledge and experience of machine builders, component suppliers, and machine operators.”
BackgroundIntelligent Systems in Everyday Work Practices: Integrations and Sociotechnical Calibrations
Wolf, C. T., & Blomberg, J. (2019) · Advances in intelligent systems and computing · doi:10.1007/978-3-030-11051-2_82 · Cited by 5 · cited 1× · see citing works
““A key challenge to the implementation and adoption of intelligent machines in the workplace is their integration with situated work practices and organizational processes” (Wolf and Blomberg 2019, p. 546).”
BackgroundData Driven Management, Artificial Intelligence, and Automation
Ross, P. K., Ressia, S., & Sander, E. J. (2017) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-78714-577-120171008 · Cited by 3 · cited 1× · see citing works
“Ross et al. (2017) even proclaim the end of the organization in the face of AI.”
BackgroundEnergieversorgungsunternehmen neu denken: Utility 4.0
Doleski, O. D. (2019) · Springer eBooks · doi:10.1007/978-3-658-25332-5_1 · Cited by 3 · cited 1× · see citing works
“It is used for process technology such as energy supply as well as for infrastructure facilities (Doleski 2020; Timofeev and Denisov 2020).”
MethodDeep Learning in the Maintenance Industry
Silva, P. C. R. (2020) · Arrow - TU Dublin (Technological University Dublin) · doi:10.21427/q6yr-et27 · Cited by 1 · cited 1× · see citing works
“Some approaches focus more on the reduction of working hours and thus the proportion of human labor using more ML (Khalid et al. 2020; Silva 2020).”
MethodEnterprise Adoption and Management of ARTIFICIAL INTELLIGENCE
Davenport, T. H. (2021) · Management and Business Review · doi:10.1177/2694105820210101025
Flagged first, then by citations
Research works printed but not linked: 3
- Davenport T, Miller S (2021) Working with smart machines: insights on the future of work. Asian Manage Insights 8(1):18–25
- Kamar E (2016) Directions in Hybrid Intelligence: Complementing AI Systems with Human Intelligence. IJCAI, 4070–4073
- Silverman K (2020) Why your board needs a plan for AI oversight. MIT Sloan Manag Rev 62(1):1–6
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Sorted by citations
What is Human-Centered about Human-Centered AI? A Map of the Research Landscape
Capel, T., & Brereton, M. (2023) · Proceedings of the 2023 CHI Conference on Human Factors in Computing Systems · doi:10.1145/3544548.3580959 · Cited by 228 · see citing works
“creation and ongoing use of machine learning models [1, 4, 25, 34, 37, 93, 129, 133, 137, 155, 162, 203, 219, 273, 284].”
BackgroundUnderstanding Human-Centred AI: a review of its defining elements and a research agenda
Schmager, S., Pappas, I. O., & Vassilakopoulou, P. (2025) · Behaviour and Information Technology · doi:10.1080/0144929x.2024.2448719 · Cited by 191 · see citing works
“For instance, Herrmann (2022) employs the HCAI de fi nitions of Shneiderman (2020c) and the framework by Xu (2019) in research on interaction modes for promoting human capabilities.”
Wenderott, K., Krups, J., Zaruchas, F., & Weigl, M. (2024) · npj Digital Medicine · doi:10.1038/s41746-024-01248-9 · Cited by 150 · see citing works
Sokol, K., Fackler, J., & Vogt, J. E. (2025) · npj Digital Medicine · doi:10.1038/s41746-025-01725-9 · Cited by 105 · see citing works
Fenwick, A., Molnár, G., & Frangos, P. (2024) · Frontiers in Artificial Intelligence · doi:10.3389/frai.2023.1272823 · Cited by 124 · see citing works
Human-in-Loop: A Review of Smart Manufacturing Deployments
Bhattacharya, M., Penica, M., O’Connell, E., Southern, M., & Hayes, M. J. (2023) · Systems · doi:10.3390/systems11010035 · Cited by 69 · see citing works
Xu, W., & Gao, Z. (2024) · IEEE Transactions on Technology and Society · doi:10.1109/tts.2024.3486254 · Cited by 83 · see citing works
“AI has brought about new sociotechnical characteristics, contexts, situations, and relationships.”
InfluentialYaroson, E. V., Abadie, A., & Roux, M. (2025) · Annals of Operations Research · doi:10.1007/s10479-025-06534-7 · Cited by 74 · see citing works
Radiology Residents’ Perceptions of Artificial Intelligence: Nationwide Cross-Sectional Survey Study
Chen, Y., Wu, Z., Wang, P., Xie, L., Yan, M., Jiang, M., Yang, Z., Zheng, J., Zhang, J., & Zhu, J. (2023) · Journal of Medical Internet Research · doi:10.2196/48249 · Cited by 59 · see citing works
“Thus, our findings furnish empirical evidence that support and resources from SRT are crucial elements for facilitating AI adoption [89].”
Naveed, S., Stevens, G., & Robin-Kern, D. (2024) · Applied Sciences · doi:10.3390/app142311288 · Cited by 54 · see citing works
Diller, S. J., Stenzel, L.-C., & Passmore, J. (2024) · Human Resource Development International · doi:10.1080/13678868.2024.2375934 · Cited by 46 · see citing works
“AI technology itself may not be the best way to go and ways to maximise the benefits of this complementarity need to be explored (Budhwar et al., 2022; Herrmann & Pfeiffer, 2023).”
AI-capable relationship marketing: Shaping the future of customer relationships
Roy, S. K., Tehrani, A. N., Pandit, A., Apostolidis, C., & Ray, S. (2025) · Journal of Business Research · doi:10.1016/j.jbusres.2025.115309 · Cited by 68 · see citing works
Zheng, Q., Gou, J., Camarinha-Matos, L., Zhang, Z. J., & Zhang, X. (2023) · Information Processing & Management · doi:10.1016/j.ipm.2023.103504 · Cited by 25 · see citing works
Samhammer, D., Roller, R., Hummel, P., Osmanodja, B., Burchardt, A., Mayrdorfer, M., Duettmann, W., & Dabrock, P. (2022) · Frontiers in Medicine · doi:10.3389/fmed.2022.1016366 · Cited by 33 · see citing works
Verboom, A. D. P. R., Pais, L., Zijlstra, F., Oswald, F. L., & dos Santos, N. R. (2025) · International Journal of Educational Technology in Higher Education · doi:10.1186/s41239-025-00546-w · Cited by 42 · see citing works
“The STS approach can foster trust between people and AI, a factor that will be crucial for adoption (Herrmann & Pfeiffer, 2022; Andras et al., 2018).”
Mulat, M., Banicod, R. J. S., Tabassum, N., Javaid, A., Kim, T., Kim, Y., & Khan, F. (2025) · Journal of Microbiological Methods · doi:10.1016/j.mimet.2025.107232 · Cited by 30 · see citing works
Directing the future: artificial intelligence integration in family businesses
Tunçalp, D. (2024) · Journal of Family Business Management · doi:10.1108/jfbm-03-2024-0051 · Cited by 30 · see citing works
We’re only human after all: a critique of human-centred AI
Ryan, M. (2024) · AI & Society · doi:10.1007/s00146-024-01976-2 · Cited by 25 · see citing works
“In HCAI, the human is the hero that will bring us toward the future we desire, allowing us to ‘co-evolve’ alongside AI (Herrmann and Pfeiffer 2022, p. 12).”
The Paradoxes of Digital Tools in Hospitals: Qualitative Interview Study
Wosny, M., Strasser, L. M., & Hastings, J. (2024) · Journal of Medical Internet Research · doi:10.2196/56095 · Cited by 24 · see citing works
“Moreover, we discovered that the perspectives of HCPs themselves are often not sufficiently considered when designing technological solutions, despite evidence underscoring their importance in successful adoption [31-34].”
Wenderott, K., Krups, J., Weigl, M., & Wooldridge, A. R. (2025) · Journal of Medical Internet Research · doi:10.2196/63649 · Cited by 25 · see citing works
The rise of hybrids: plastic knowledge in human–AI interaction
Sala, A. L., Fuller, R. P., Riolli, L. T., & Temperini, V. (2024) · Journal of Knowledge Management · doi:10.1108/jkm-10-2023-1024 · Cited by 27 · see citing works
Human-Machine Engagement (HME): Conceptualization, Typology of Forms, Antecedents, and Consequences
Azer, J., & Alexander, M. (2024) · Journal of Service Research · doi:10.1177/10946705241296782 · Cited by 21 · see citing works
“This highlights the importance of balancing social dynamics with technological innovation, fostering more user-friendly GenAI systems (Herrmann and Pfeiffer 2022).”
InfluentialA new framework for ethical artificial intelligence: keeping HRD in the loop
Wang, J., & Pashmforoosh, R. (2024) · Human Resource Development International · doi:10.1080/13678868.2024.2346492 · Cited by 19 · see citing works
“Inspired by the ideas of society-in-the-loop (Rahwan 2018) and keeping the organization in the loop (Herrmann and Pfeiffer 2023) concepts, we propose keeping HRD in the loop as one viable solution for addressing ethical concerns associated with AI applications.”
MethodAugmenting diversity in hiring decisions with artificial intelligence tools
Wilkens, U., Lutzeyer, I., Zheng, C. S.-M., Beşer, A., & Prilla, M. (2025) · The International Journal of Human Resource Management · doi:10.1080/09585192.2025.2492867 · Cited by 19 · see citing works
“HR managers have responsibility for “keeping the organization in the loop” (Herrmann & Pfeiffer, 2023, p. 1524) in order to provide the conditions under which human-AI hiring can foster diversity.”
Mammadov, H., Gándara, Á. R., Abril, L. G., & Romero, I. (2024) · Amfiteatru Economic · doi:10.24818/ea/2024/67/848 · Cited by 16 · see citing works
Promoting Human Competences by Appropriate Modes of Interaction for Human-Centered-AI
Herrmann, T. A. (2022) · Lecture notes in computer science · doi:10.1007/978-3-031-05643-7_3 · Cited by 16 · see citing works
Self-citationGürsoy, F., & Kakadiaris, I. A. (2023) · Frontiers in Big Data · doi:10.3389/fdata.2023.1206139 · Cited by 13 · see citing works
“Such a sociotechnical viewpoint concerns interactions and other complex relations between human and AI systems (Herrmann and Pfeiffer, 2022).”
BackgroundAssessing deep learning: a work program for the humanities in the age of artificial intelligence
Segessenmann, J., Stadelmann, T., Davison, A., & Dürr, O. M. (2023) · AI and Ethics · doi:10.1007/s43681-023-00408-z · Cited by 13 · see citing works
“We see such thinking being already fruitfully practiced in approaches of human-centered, ‘value-based’ and ‘value sensitive’ systems design [276, 299, 400–405].”
The promise of artificial intelligence in health: Portrayals of emerging healthcare technologies
Watson, A., & Wozniak‐O’Connor, V. (2024) · Sociology of Health & Illness · doi:10.1111/1467-9566.13840 · Cited by 20 · see citing works
“A human‐centric conception (see Herrmann & Pfeiffer, 2022), this evokes teams of people connecting through and collaborating with a machine, where technology is brought into the existing loop of a diverse team of experts to augment their personal capabilities and collective efficiency—to ‘amplify…”
Moldt, J.-A., Wietek, T. F., Fuhl, W., Zabel, S., Claassen, M., Wagner, S., Nieselt, K., & Herrmann‐Werner, A. (2025) · BMJ Open · doi:10.1136/bmjopen-2024-096208 · Cited by 11 · see citing works
Humanising algorithmic management systems
Jianu, B., Tussyadiah, I. P., & Miller, G. A. (2025) · Annals of Tourism Research · doi:10.1016/j.annals.2025.104021 · Cited by 11 · see citing works
Kerdvibulvech, C., & Li, Q. (2024) · Lecture notes in computer science · doi:10.1007/978-3-031-61066-0_14 · Cited by 11 · see citing works
Muyskens, K., Ma, Y., Menikoff, J., Hallinan, J. T. P. D., & Savulescu, J. (2024) · Asian Bioethics Review · doi:10.1007/s41649-024-00290-9 · Cited by 10 · see citing works
Herrmann, T. A., & Pfeiffer, S. (2023) · Hawaii International Conference on System Sciences (HICSS) · doi:10.24251/hicss.2023.644 · Cited by 10 · see citing works
Self-citationExploring AI Integration in SME Production Planning: Design Spaces and the Role of Workers
Fries, M., Nießner, J., Ludwig, T. G., & Kotthaus, C. (2025) · Computer Supported Cooperative Work (CSCW) · doi:10.1007/s10606-025-09512-6 · Cited by 11 · see citing works
Liu, Z., Dong, S. K., Zeng, W., Wang, Y., & Niu, D.-F. (2025) · Transportation Research Part E Logistics and Transportation Review · doi:10.1016/j.tre.2025.104381 · Cited by 8 · see citing works
Xu, W. (2026) · Springer eBooks · doi:10.1007/978-981-97-8440-0_1-1 · Cited by 8 · see citing works
The AI Act’s Research Exemption: A Mechanism for Regulatory Arbitrage?
Colonna, L., & Submitter, S. L. (2023) · YSEC yearbook of socio-economic constitutions · doi:10.1007/16495_2023_59 · Cited by 8 · see citing works
Soares, A. L., Gomes, J., Zimmermann, R., Rhodes, D. H., & Dorner, V. (2024) · IFIP advances in information and communication technology · doi:10.1007/978-3-031-71739-0_2 · Cited by 7 · see citing works
Reflexivity and AI start-ups: A collective virtue for dynamic teams
Innocenti, M. (2025) · Journal of Responsible Technology · doi:10.1016/j.jrt.2025.100115 · Cited by 7 · see citing works
Gascó‐Hernández, M., & Valle-Cruz, D. (2025) · Government Information Quarterly · doi:10.1016/j.giq.2025.102036 · Cited by 7 · see citing works
Buhmann, A., Zerfaß, A., Laborde, A., Moreno, Á., Romenti, S., Tench, R., & Siegel, C. (2026) · Corporate Communications An International Journal · doi:10.1108/ccij-09-2025-0296 · Cited by 7 · see citing works
Lopez, M. G., & Halford, S. (2024) · Information Communication & Society · doi:10.1080/1369118x.2024.2400130 · Cited by 9 · see citing works
“The construction of ML explanation should therefore consider local factors, systems and actors who are using ML (Herrmann & Pfei ff er, 2023).”
Weiter so mit MTO? Konzeptionelle Entwicklungsbedarfe soziotechnischer Arbeits- und Systemgestaltung
Bendel, A., & Latniak, E. (2023) · Gruppe Interaktion Organisation Zeitschrift für Angewandte Organisationspsychologie (GIO) · doi:10.1007/s11612-023-00669-6 · Cited by 7 · see citing works
Latniak, E., Tisch, A., & Kauffeld, S. (2023) · Gruppe Interaktion Organisation Zeitschrift für Angewandte Organisationspsychologie (GIO) · doi:10.1007/s11612-023-00673-w · Cited by 7 · see citing works
Kelsall, J., Tan, X., Bergin, A., Chen, J., Waheed, M., Sorell, T., Procter, R., Liakata, M., Chim, J., & Chi, S. (2025) · AI & Society · doi:10.1007/s00146-025-02741-9 · Cited by 7 · see citing works
Collaborative Appropriation of AI in the Context of Interacting with AI
Herrmann, T. A. (2023) · Lecture notes in computer science · doi:10.1007/978-3-031-35894-4_18 · Cited by 6 · see citing works
Self-citationDigitalisierung, soziale Klasse und Corona
Niehoff, S., & Holst, H. (2023) · Arbeit · doi:10.1515/arbeit-2023-0019 · Cited by 6 · see citing works
Pfeiffer, S. (2024) · Springer eBooks · doi:10.1007/978-3-658-43521-9_2 · Cited by 6 · see citing works
Self-citationHähnel, M., Pfeiffer, S., & Graßmann, S. (2024) · AI & Society · doi:10.1007/s00146-024-02043-6 · Cited by 5 · see citing works
“These include collaboration among relevant decision makers and knowledge-holders" (Herrmann and Pfeiffer 2022).”
Self-citationUnder what influence: Measuring AI influence to fit user profiles in decision-making
Campagner, A., Fregosi, C., Natali, C., & Cabitza, F. (2026) · International Journal of Human-Computer Studies · doi:10.1016/j.ijhcs.2026.103763 · Cited by 5 · see citing works
Intervenability as a Design Requirement for Autonomy and Oversight within Human-Centered AI
Herrmann, T. A. (2025) · Progress in IS · doi:10.1007/978-3-031-83512-4_9 · Cited by 5 · see citing works
“Herrmann and Pfeiffer [48] use the example of predictive maintenance to argue that the human-in-the-loop principle must be supplemented by the principle of ‘k eeping the organization in the loop ’ .”
Self-citationComparing Socio-technical Design Principles with Guidelines for Human-Centered AI
Herrmann, T. A. (2024) · Lecture notes in computer science · doi:10.1007/978-3-031-60611-3_5 · Cited by 5 · see citing works
Self-citationCorsini, F., Iannuzzi, T., Fundoni, M., & Frey, M. (2025) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2025.146488 · Cited by 4 · see citing works
Yoo, J. (2025) · Behaviour and Information Technology · doi:10.1080/0144929x.2025.2581857 · Cited by 6 · see citing works
“In AT terms, the construct remains located at the Community–Object intersection; ‘cross-cutting’ denotes the breadth of appraisal routes it reaches (economic and identity) rather than movement across AT elements (Berente et al. 2019; Herrmann and Pfeiffer 2023; Salan-cik and Pfeffer 1978).”
Atkova, I., Jansson, M., Ahokangas, P., Härkönen, H., Rana, T., & Vesty, G. M. (2026) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2026.124711 · Cited by 5 · see citing works
Human Centered Implementation Process of AI in SMEs – Conditions for Success
Böhme, C., Graf-Pfohl, C., & Meusinger, K. (2024) · Informatik aktuell · doi:10.1007/978-3-658-43705-3_7 · Cited by 4 · see citing works
AI at work: understanding its uses and consequences on work activities and organization in radiology
Gamkrelidze, T., Zouinar, M., & Barcellini, F. (2024) · AI & Society · doi:10.1007/s00146-024-01951-x · Cited by 5 · see citing works
“This necessitates a constant examination of human(s)–AI interactions within the organization, extending beyond just the deployment phase (Herrmann and Pfeiffer 2023).”
Between Uncertainty and Familiarity: A Study on Office Workers’ Trust in AI
Singh, D., & Chandra, S. (2023) · IFIP advances in information and communication technology · doi:10.1007/978-3-031-50188-3_4 · Cited by 4 · see citing works
Nguyen, L. H., Tran, K. D., Zeng, X., & Tran, K. P. (2024) · Springer series in reliability engineering · doi:10.1007/978-3-031-71495-5_5 · Cited by 4 · see citing works
Interaction Design for Hybrid Intelligence: The Case of Work Place Risk Assessment
Westhoven, M., & Herrmann, T. A. (2023) · Lecture notes in computer science · doi:10.1007/978-3-031-35891-3_39 · Cited by 4 · see citing works
Self-citationNavigating from data-driven design to designing with ML: a case study of truck HMI system design
Luo, Y., Gkouskos, D., Russo, N. L., & Wang, M. (2024) · Proceedings of the Design Society · doi:10.1017/pds.2024.214 · Cited by 4 · see citing works
“A successful ML integration needs the organization's practice and ML to be continuously aligned and co-evolved, keeping the organization in the loop (Herrmann and Pfeiffer, 2023).”
BackgroundHuman-Centric Ethical AI in the Digital World
Balayogi, G., Lakshmi, A. V., & Sophie, S. L. (2024) · Advances in human and social aspects of technology book series · doi:10.4018/979-8-3693-4147-6.ch008 · Cited by 3 · see citing works
Krzywdzinski, M., Wotschack, P., Gonnermann-Müller, J., & Gronau, N. (2025) · AI & Society · doi:10.1007/s00146-025-02761-5 · Cited by 3 · see citing works
Singh, C., Cropley, D. H., Dollard, M., & Potter, R. (2025) · Journal of Organizational Change Management · doi:10.1108/jocm-10-2024-0596 · Cited by 3 · see citing works
Important but not urgent: exploring e-learning at work
Schönian, K. (2026) · Journal of Workplace Learning · doi:10.1108/jwl-06-2025-0203 · Cited by 4 · see citing works
Sensemaking AI: Introducing a research and design agenda for human–AI networks
Comes, T. (2026) · EPJ Data Science · doi:10.1140/epjds/s13688-026-00634-5 · Cited by 3 · see citing works
Human-Centered AI (HCAI): Foundations and Approaches
Xu, W. (2026) · Springer eBooks · doi:10.1007/978-981-95-3658-0_1 · Cited by 3 · see citing works
Zinke-Wehlmann, C., & Friedrich, J. (2024) · Informatik aktuell · doi:10.1007/978-3-658-43705-3 · Cited by 3 · see citing works
AI as a Sparring Partner – An HCAI Approach to Promote Human Capabilities
Herrmann, T. A. (2025) · Lecture notes in computer science · doi:10.1007/978-3-031-93415-5_10 · Cited by 3 · see citing works
“The whole sparring procedure is embedded into organizational practices [56].”
Self-citationBidhendi, A., Poshdar, M., & Jelodar, M. B. (2025) · CIB Conferences · doi:10.7771/3067-4883.1787 · Cited by 3 · see citing works
Technology readiness for socially sustainable SMEs: a study of AI and ethics in the Indian context
Tomar, J. S. (2025) · Journal of Ethics in Entrepreneurship and Technology · doi:10.1108/jeet-06-2025-0036 · Cited by 3 · see citing works
Herrmann, T. A. (2023) · Communications in computer and information science · doi:10.1007/978-3-031-49215-0_4 · Cited by 3 · see citing works
Self-citationTihlarik, A. (2024) · Discover Global Society · doi:10.1007/s44282-024-00051-x · Cited by 3 · see citing works
Promoting the Adoption of AI-Based Recommendations Through Organizational Practices
Herrmann, T. A., & Nolte, A. (2024) · Lecture notes in information systems and organisation · doi:10.1007/978-3-031-76970-2_13 · Cited by 3 · see citing works
Self-citationInterdisciplinary framework for the development of artificial intelligence solutions in one health
Shastry, K. A. (2025) · Progress in Artificial Intelligence · doi:10.1007/s13748-025-00369-w · Cited by 3 · see citing works
Assessing Deep Learning: A Work Program for the Humanities in the Age of Artificial IntelligencePreprint
Segessenmann, J., Stadelmann, T., Davison, A., & Dürr, O. (2023) · SSRN Electronic Journal · doi:10.2139/ssrn.4554234 · Cited by 3 · see citing works
Prasoppokakorn, T., & Prasittisopin, L. (2026) · AI & Society · doi:10.1007/s00146-026-02901-5 · Cited by 3 · see citing works
“(Herrmann et al. 2023) Organizations need to rely on collaboration between people in teams or between lines of work; teamwork is therefore very important to the success of the organization, management and supervision of team members, adequate communication with team members, and creating an…”
Shuo, W., Mei, Y.-Q., Yue, J.-C., & Xia, H.-M. (2026) · Information Technology & Tourism · doi:10.1007/s40558-026-00384-0 · Cited by 4 · see citing works
“The rapid integration of artificial intelligence (AI) into contemporary socio-technical systems has fundamentally reshaped how services, decision-making, and user interaction are organised (Herrmann and Pfeiffer 2023 ).”
Ethical AI Development and Deployment
Gaurav, A., Gupta, B. B., & Castiglione, A. (2024) · Advances in computational intelligence and robotics book series · doi:10.4018/979-8-3693-3860-5.ch004 · Cited by 2 · see citing works
A Human-Centered Algorithmic Management Framework: A Literature Review
Jiang, Y., Fan, S., Zhu, Y., Wang, L., Ye, K., Zhou, J., Zhang, L., Wang, Z., Liu, W., & Rau, P. P. (2024) · Lecture notes in computer science · doi:10.1007/978-3-031-76827-9_4 · Cited by 3 · see citing works
Is the Idea of Human Replacement too Far-Fetched?
García-Contreras, R., Muñoz-Chávez, J. P., & Muñoz-Chávez, R. L. (2022) · Advances in computational intelligence and robotics book series · doi:10.4018/978-1-6684-5624-8.ch005 · Cited by 1 · see citing works
Singh, K., Jahnke, I., & Calyam, P. P. (2024) · Behaviour and Information Technology · doi:10.1080/0144929x.2024.2315325 · Cited by 1 · see citing works
“…came with a price and understand that to build a system that is com-prehendible by the end-users, it is vital to take into consideration the sociotechnical and organisational context in which the users will operate (Herrmann and Pfeiffer 2023; Jackson et al. 2011; Lee, Bietz, and Thayer 2010).”
Fessler, A., Holst, H., Mader, I., Niehoff, S., & Alvarado, A. S. (2024) · Springer eBooks · doi:10.1007/978-3-658-44458-7_7 · Cited by 1 · see citing works
Nicklich, M., Blank, M., & Pfeiffer, S. (2025) · International Journal for Research in Vocational Education and Training · doi:10.13152/ijrvet.12.1.5 · Cited by 1 · see citing works
“On the one hand, this seems to be the case within the digital transformation , e.g., in coping with and enabling Industry 4.0 (Pfeiffer, 2018), or even in deploying artificial intelligence in maintenance or people/business analytics (Herrmann & Pfeiffer, 2022; Pfeiffer, 2021).”
InfluentialSelf-citationPöhls, H. C., Eckhardt, D., Feist, N., Pfeiffer, S., Herrmann, D., & Katzenbeisser, S. (2025) · Lecture notes in computer science · doi:10.1007/978-3-031-92833-8_7 · Cited by 1 · see citing works
Self-citationThe Contextual Framing of the Interplay Between Human and AI: A Socio-technical Perspective
Beringer, J., & Herrmann, T. A. (2025) · Progress in IS · doi:10.1007/978-3-031-83512-4_7 · Cited by 1 · see citing works
Self-citationCollaborating with Algorithms: AI for Collaborative Supply Chain Management
Couto, F. A. P., Malta, M. C., & Soares, A. L. (2025) · IFIP advances in information and communication technology · doi:10.1007/978-3-032-05673-3_12 · Cited by 1 · see citing works
Was weiß die Arbeitswissenschaft zu Soziotechnischer Systemgestaltung?
Kötter, W., Hartmann, E., Latniak, E., & Mühlbradt, T. (2025) · Zeitschrift für Arbeitswissenschaft · doi:10.1007/s41449-025-00496-z · Cited by 1 · see citing works
Organizational Practices and Socio-Technical Design of Human-Centered AI
Herrmann, T. A. (2025) · Springer eBooks · doi:10.1007/978-981-97-8440-0_66-1 · Cited by 3 · see citing works
“To this end, they analyzed literature on the use of AI for medical image detection (Herrmann & Pfeiffer, 2023b).”
InfluentialSelf-citationKünstliche Intelligenz und Erfahrungswissen
Ottaiano, M. M., Schneidemesser, L., & Butollo, F. (2025) · Arbeit · doi:10.1515/arbeit-2025-0015 · Cited by 1 · see citing works
Pal, A., Tiwari, C. K., Bhat, M. A., Behl, A., & Vrontis, D. (2026) · Business Process Management Journal · doi:10.1108/bpmj-06-2025-0865 · Cited by 2 · see citing works
AI-based learning and assistance systems and their role in learning factories
Kroll, M., Burova-Keßler, K., & Fischer, L. (2026) · Procedia CIRP · doi:10.1016/j.procir.2026.01.171 · Cited by 1 · see citing works
Balaskas, S., Komis, K., Yfantidou, I., & Skandali, D. (2026) · Multimodal Technologies and Interaction · doi:10.3390/mti10030022 · Cited by 1 · see citing works
Boecking, N. W., Reichel, S., Hoffmann, S. F., de Carvalho, A. F. P., & Wulf, V. (2026) · Computer Supported Cooperative Work (CSCW) · doi:10.1007/s10606-026-09544-6 · Cited by 1 · see citing works
AI in service industries: striking a balance between value co-creation and co-destruction
Colurcio, M., & Caridà, A. (2026) · Management Decision · doi:10.1108/md-11-2025-3576
КЛАСИФІКАЦІЯ РІВНІВ АВТОНОМНОСТІ АГЕНТНОГО ШІ В УПРАВЛІННІ ІТ-ПРОЄКТАМИ
Франків, Р., & Luchko, H. Y. (2026) · Економіка та суспільство · doi:10.32782/2524-0072/2026-85-185 · Cited by 1 · see citing works
X-AI Techniques for Human–AI Teams: The Implementation-Design Framework
Turner, J., Shirazi, H. P., Kim, H. S., Du, J., Jung, Y., & Xu, X. (2026) · Systems · doi:10.3390/systems14070862 · Cited by 1 · see citing works
Müller, A., Danailova, I., Ertel, M., Gündel, H., Heming, M., Kemter, A., Scheepers, L., & Röttgen, C. (2026) · Frontiers in Public Health · doi:10.3389/fpubh.2026.1886482 · Cited by 1 · see citing works
How ethics operationalization breaks down in practice: expert perspectives from healthcare AI
Minocher, R., Velarde, I., Buerger, V. L., Pluktaite, G., & Madai, V. (2026) · AI and Ethics · doi:10.1007/s43681-026-01381-z · Cited by 1 · see citing works
- Authors
- Herrmann, T., & Pfeiffer, S.
- Affiliations
- Ruhr University Bochum (DE)
- Friedrich-Alexander-Universität Erlangen-Nürnberg (DE)
- Corresponding author
- Herrmann, Thomas
- Pfeiffer, Sabine
- Venue
- AI & SOCIETY
- Published
- 2022-02-18
- Volume
- 38
- Issue
- 4
- Pages
- 1523-1542
- ISSN
- 0951-5666 (ISSN-L)
- 1435-5655
- OpenAlex
- W4213272379
- Semantic Scholar
- 4f7a26037f94f01d92cb3d84a99c8820afce5c49
- Cited by
- 173
- References
- 75
- Citations by year
- 2026: 67 · 2025: 41 · 2024: 43 · 2023: 19 · 2022: 3
- FWCI
- 38.13
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Locations
- AI & Society (publishedVersion, cc-by)
- Funders
- Ruhr-Universität Bochum
- Topics
- Social Sciences › Sociology and Political Science › Information Systems Theories and Implementation
- Social Sciences › Safety Research › Ethics and Social Impacts of AI
- Social Sciences › Decision Sciences › Management Science and Operations Research › Impact of AI and Big Data on Business and Society
- Keywords
- human-centered AI, socio-technical systems, organizational practices, predictive maintenance, human-machine interaction, context change
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