Unlocking the value of artificial intelligence in human resource management through AI capability framework

In the paper

“Baakeel (2020) examined the use of AI in recruitment, and found the potential for fast resume scanning, quickly and automatically responding candidate's queries, and virtual recruitment activities.”

What the sources say

• Supported

  The Conclusion and Recommendations section says AI can scan resumes very fast, answer candidates’ questions virtually, and interview and recruit people worldwide without in-person visits. These points support the cited sentence’s description of AI’s potential in recruitment. (LLM, conf=0.91)

  cites Baakeel (2020) source

In the paper

“AI is valuable in HR decision-making (case in point employees) because of the potential to avoid subjectivity, with more objective decisions guided by the information extracted through employee data mining (Chornous and Gura, 2020).”

What the sources say

• Supported

  The Conclusions state that advanced workforce analytics can help avoid subjectivity in human-capital-management decisions and substantiate decisions with knowledge extracted by mining employee data. This directly supports the cited paraphrase, though the paper also cautions that people may interpret analytics through cognitive biases. (LLM, conf=0.94)

  cites Chornous and Gura, 2020 source

In the paper

“This will allow organisations to develop the capability of workforce, improve teamwork, support flexible working and improve performance measurement (Chornous and Gura, 2020).”

What the sources say

• Partly supported

  The Materials and Methodology section describes using workforce analytics for training and development and evaluating employees’ potential productivity. The Results section discusses HR metrics and reporting, which supports the performance-measurement part. Neither section establishes that these tools improve teamwork or support flexible working. (LLM, conf=0.86)

  cites Chornous and Gura, 2020 sourceExperimental — accuracy not yet measured

In the paper

“there is currently no single universally accepted definition throughout the literature, which leads to a fundamental problem of coherent understanding of AI (Mikalef and Gupta, 2021).”

What the sources say

• Supported

  Section 2.2, “Artificial intelligence,” explicitly says that the literature lacks a universally accepted definition of AI and that this has led to a fundamental problem of understanding AI in its entirety. This supports both parts of the citing sentence. (LLM, conf=0.95)

  cites Mikalef and Gupta, 2021 source

In the paper

“and also analyzing financial data for payment and motivating personnel based on compensation (Kulkov, 2021)”

What the sources say

• Supported

  In the section on finding talents and salary formation, the paper describes an AI system for paying and motivating personnel. It says identifying mismatches between position and compensation helps reduce the risk of staff leaving. (LLM, conf=0.90)

  cites Kulkov, 2021 source

In the paper

“The recent theoretical framework building on the tenets of socio-technical systems theory and organisational socialisation framework by Makarius et al., 2020 integrating AI with employee within the business organisations has discussed the role of AI as a collaborator (new employee), where AI-employee collaboration can help the organisations to achieve competitive advantage.”

What the sources say

• Supported

  The Introduction defines sociotechnical capital as competitive advantage resulting from successful collaboration between AI and people. Section 2.3 also proposes treating AI as a collaborator and integrating it effectively to achieve competitive advantage for the adopting organization. (LLM, conf=0.94)

  cites Makarius et al., 2020 source

In the paper

“AI teammates 'would be involved in complex problem solving: defining a problem, identifying root causes, proposing, and evaluating solutions, choosing among options, making plans, taking actions, learning from past interactions, and participating in after-action reviews' (Seeber et al, 2020).”

What the sources say

• Partly supported

  The Abstract lists exactly these steps in a complex problem-solving process. It says effective machine teammates would need to engage in “at least some” of them, whereas the citing sentence omits that qualifier and can imply involvement in every listed step. (LLM, conf=0.86)

  cites Seeber et al, 2020 sourceExperimental — accuracy not yet measured

In the paper

“These will enhance ability of employees to trust, use and adopt AI, productivity, and career satisfaction.”

What the sources say

• Partly supported

  Section 4.2 (page unavailable) says that understanding an AI system’s purpose and process can enhance employee trust, while section 4.4 predicts greater productivity from successful AI integration. Section 4.4 says understanding AI can influence career satisfaction, but does not say it will improve it. The paper presents these outcomes as expectations or possibilities, not assured effects. (LLM, conf=0.86)

  cites Makarius et al., 2020 sourceExperimental — accuracy not yet measured

In the paper

“The skills and expertise provide the organisations with capability to innovate, re-engineer and optimise both business processes and resources, efficiently, and therefore can their ability to dynamically adapt and remain responsive (Mikalef et al., 2020).”

What the sources say

• Partly supported

  Section 2.1 identifies technical and managerial skills as important to deriving value from big data analytics, while section 3 links analytics-derived insights to faster, more effective responses to change. But the paper addresses big data analytics rather than AI skills specifically, and section 6.2 says insight alone is insufficient: organizational action and flexibility are also required to achieve responsiveness. (LLM, conf=0.86)

  cites Mikalef et al., 2020 sourceExperimental — accuracy not yet measured

In the paper

“Seeber et al (2020) went further and suggested that effective AI teammates required more than social robots and digital assistants.”

What the sources say

• Supported

  The Abstract states that effective machine teammates must be more capable than today’s social robots and digital assistants. The citing sentence accurately paraphrases that point. (LLM, conf=0.94)

  cites Seeber et al (2020) source

In the paper

“Kot et al. (2021) argue that the appropriate implementation of AI to support recruitment and retention can be essential to enhance employer brand and reputation as well.”

What the sources say

• Supported

  Section 1.2 says AI-based HR systems assist in hiring and retaining talent and links AI-based recruitment to employer reputation. The paper’s Summary of results reports a significant positive association between AI recruitment and employer reputation. It studies employer reputation rather than using the term “employer brand,” but the claim is a reasonable paraphrase of its argument. (LLM, conf=0.88)

  cites Kot et al., 2021 source

In the paper

“If handled appropriately, AI can offer a number of well-being benefits.For example, building well-being awareness, measuring well-being and the impact of interventions and changes, managing any AI risk on well-being, supporting positive well-being initiatives and providing employers insight into employee work-life-balance (Schiff et al, 2020.”

What the sources say

• Partly supported

  Section C, “Benefits of a well-being orientation” (page unavailable), supports building awareness, measuring impacts, managing AI-related risks, and improving well-being through AI design. It describes these as benefits of adopting a well-being orientation to AI, rather than benefits AI itself provides, and does not say that AI gives employers insight into employees’ work-life balance. (LLM, conf=0.88)

  cites Schiff et al, 2020 sourceExperimental — accuracy not yet measured

In the paper

“In fact, several of the decisions made by humans are based on judgement and intuition (Meechang et al., 2020).”

What the sources say

• ?Could not verify

  Section 2.1 discusses models of human behavior, and section 4.6 describes reliance on past experience in disaster preparedness. Neither passage says that human decisions are based on judgment and intuition; searches for that phrase and a paraphrase found no passage addressing the claim. Page numbers were not available in our copy. (LLM, conf=0.72)

  cites Meechang et al., 2020 sourceExperimental — accuracy not yet measured

In the paper

“An AI algorithm might identify a relevant criteria or relationship between criterion affecting the successful integration of employees into the company.However, that relationship may not be evident for decision-makers, which could question the reliability of the results (Meechang et al., 2020).”

What the sources say

• ?Could not verify

  Split into 2 atoms — 0 confirmed, 0 partially supported, 0 disputed, 0 misattributed, 2 unverifiable. Expand the claim to see per-atom verdicts.

  cites Meechang et al., 2020 sourceExperimental — accuracy not yet measured

In the paper

“The predictive capacity of AI can be hindered by the challenges to accurately describe the complexity of human behavior (Pashkevich et al., 2019) and the effect of unknown external effects affecting the conditions of the environment and the company itself.”

What the sources say

• Partly supported

  Section 4.1 (Prediction Ability; page unavailable) reports weak predictive ability for some forklift fuel-consumption measures and says more explanatory variables could improve it. Section 5 (Discussion; page unavailable) identifies driver behavior as a significant factor. The paper does not say that difficulty accurately describing complex human behavior hinders AI prediction; the sentence’s uncited claim about unknown external effects is outside this verdict. (LLM, conf=0.76)

  cites Pashkevich et al., 2019 sourceExperimental — accuracy not yet measured

In the paper

“(6) social performance by reducing human subjective bias in HR processes such as recruitment and employee appraisal, and improving employee experience and working conditions by analysing enterprise social media anonymous data (Toniolo et al., 2020);”

What the sources say

• Partly supported

  The Social sustainability section says AI can reduce recruitment bias through standardized candidate assessment and that reduced workload can improve working conditions and employee well-being. It does not support the more specific claims about bias in employee appraisal or improving employee experience and working conditions by analysing anonymous enterprise social-media data. It describes these effects as possibilities, rather than establishing that AI adoption leads to them. (LLM, conf=0.85)

  cites Toniolo et al., 2020 sourceExperimental — accuracy not yet measured

In the paper

“The skills and expertise provide the organisations with capability to innovate, re-engineer and optimise both business processes and resources, efficiently, and therefore can their ability to dynamically adapt and remain responsive (Mikalef et al., 2020).”

What the sources say

• Partly supported

  Section 2.1 says technical and managerial skills are required to derive value from big data, and Section 2.3 links organizational capabilities to efficient resource use, innovation, and reconfiguration in response to change. But Section 6.2 says knowledge alone is insufficient: responsiveness also requires organizational flexibility and action. The claim overstates what skills and expertise by themselves provide. Page numbers are unavailable in our copy. (LLM, conf=0.83)

  cites Mikalef et al., 2020 sourceExperimental — accuracy not yet measured

In the paper

“Considering the new set of skills and capabilities needed for managers, employees, and AI to collaborate, there will be a necessity to redesign jobs, create new ones, transform business model and strategies (Toniolo et al., 2020;WambaTaguimdje et al., 2020).”

What the sources say

• Partly supported

  The Social sustainability section says AI requires greater skills for remaining tasks, can support human–machine collaboration, and is changing employees’ roles. The Introduction and §1.3 say AI affects business models and strategy. The copy does not state that AI will necessitate creating new jobs; it discusses replacing jobs and moving workers into different roles instead. Page numbers were not available in our copy. (LLM, conf=0.84)

  cites Toniolo et al., 2020 sourceExperimental — accuracy not yet measured
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites WambaTaguimdje et al., 2020

In the paper

“The aim here is to minimize potential risks faced by organisations with regards to using AI and simultaneously protect the interests of business users (and/or whose data is collected) (Arrieta et al., 2020;Coombs et al., 2020).”

What the sources say

• Partly supported

  Section 6.2.2 (p. 40) says AI impact assessments should identify and minimize potential negative impacts, and that audit reports can contribute to trustworthiness. Section 6.3.3 (p. 42) calls for protecting the privacy of people whose data is used. The paper does not specifically describe these reports as minimizing risks faced by organizations or protecting the interests of business users. (LLM, conf=0.82)

  cites Arrieta et al., 2020 sourceExperimental — accuracy not yet measured
• Partly supported

  In the ‘Critical review of the literature and future research agenda,’ the paper discusses organisations’ legal liability for AI decisions and recommends governance to protect vulnerable people affected by automated decisions (page not provided). It does not establish that the aim of the reports mentioned in the citing sentence is to minimise organisational risks while protecting business users or people whose data is collected. (LLM, conf=0.78)

  cites Coombs et al., 2020 sourceExperimental — accuracy not yet measured

In the paper

“The authors have concluded that effective collaboration between human intelligence and AI will help to unlock the real potential of digital technology to solve pressing business and societal challenges, and this will require careful crafting of a strategy to re-define and recategorize existing jobs, by considering the skills-gap.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Malone, 2018
• Partly supported

  Split into 2 atoms — 0 confirmed, 2 partially supported, 0 disputed, 0 misattributed, 0 unverifiable. Expand the claim to see per-atom verdicts.

  cites Caputo et al., 2019 sourceExperimental — accuracy not yet measured

In the paper

“there is a lack of both understanding as well as knowhow on the best practices to effectively develop collaborative intelligence capability (Amabile, 2020;Ciechanowski et al., 2020;Makarius et al., 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Amabile, 2020
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Ciechanowski et al., 2020
• Supported

  The Introduction says that research on integrating AI with employees is underdeveloped and asks how organizations can do so successfully. Section 2.3 describes the relational study of AI as nascent and calls for greater understanding of how to integrate AI as a collaborator, supporting the paraphrase about a lack of established knowhow. (LLM, conf=0.88)

  cites Makarius et al., 2020 source

In the paper

“Our review found that the adoption of AI within HRM processes and wider organisation will impact employees in different ways, such as job substitution, training needs, and uncertainty regarding roles and responsibilities (Frey & Osborne, 2017), limited understanding about how and why AI will be used (Raisch & Krakowski, 2020), trust and confidence (Gunning, 2017), formation of project teams where”

What the sources say

• ?Not checked — no full text of the sourcecites Frey & Osborne, 2017 source
• ?Could not verify

  The citation is attached specifically to employees’ limited understanding of how and why AI will be used. The Discussion (page not available) calls for scholars to better understand AI in management and discusses transparency, but does not say employees have that limited understanding. Searches for employee understanding, AI-use purposes, and explainability found no passage addressing the attributed point. (LLM, conf=0.72)

  cites Raisch & Krakowski, 2020 sourceExperimental — accuracy not yet measured
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Gunning, 2017

In the paper

“The existing research studies have indicated the importance of AI-human collaboration (Fleming, 2019, Makarius et al., 2020), which has emerged as a new research theme in the literature (Murray et al., 2020).”

What the sources say

• ?Not checked — no full text of the sourcecites Fleming, 2019 source
• Supported

  The Introduction says that successful AI integration requires employees to interact with AI systems and that interaction between AI and people should be a focal point of management research. Section 2.3 likewise calls for studying AI as a collaborator. The separate claim about an emerging research theme is attached to Murray et al., not Makarius et al. (LLM, conf=0.92)

  cites Makarius et al., 2020 source
• ?Not checked — no full text of the sourcecites Murray et al., 2020 source

In the paper

“Evaluating the internal expertise will help to identify employees having knowledge (technical and/or non-technical) to use AI, understand business processes and functions which can benefit, and how the benefits will serve both employees' and organisational goals/priorities (Mikalef and Gupta, 2021).”

What the sources say

• Partly supported

  Split into 2 atoms — 0 confirmed, 2 partially supported, 0 disputed, 0 misattributed, 0 unverifiable. Expand the claim to see per-atom verdicts.

  cites Mikalef and Gupta, 2021 sourceExperimental — accuracy not yet measured

In the paper

“In this context, existing research has identified the importance of collective intelligence, i.e., symbiotic partnership between AI and HI, and how this will also increase the capability of human workers, which will lead to higher employee productivity, better psychological outcomes, low turn-over and improved quality of outputs (Glikson and Wooley, 2020;Murray et al., 2020;von Krogh, 2018).”

What the sources say

• ?Not checked — no full text of the sourcecites Glikson and Wooley, 2020 source
• ?Not checked — no full text of the sourcecites Murray et al., 2020 source
• Partly supported

  Split into 2 atoms — 0 confirmed, 2 partially supported, 0 disputed, 0 misattributed, 0 unverifiable. Expand the claim to see per-atom verdicts.

  cites von Krogh, 2018 sourceExperimental — accuracy not yet measured

In the paper

“The existing literature has reported different types of AI systems within business organisations (Haenlein and Kaplan, 2019;Daugherty et al., 2019;Davenport and Bean, 2017): 1) automated intelligence, which involves automating routine and manual tasks, so that human workers can spend more time in non-trivial complex tasks.”

What the sources say

• ?Not checked — no full text of the sourcecites Haenlein and Kaplan, 2019 source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Daugherty et al., 2019
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Davenport and Bean, 2017

In the paper

“Our review showed the importance of understanding complementary organisational resources required to benefit from AI adoption in HRM, and exploring beyond the data and technological resources (Mikalef and Gupa, 2021).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Mikalef and Gupa, 2021

In the paper

“We have not included autonomous intelligence because we are yet to come across such an AI system in HRM, which can function without any human involvement.”

In the paper

“We found that recent reports published by the European Commission have emphasised on ethical and moral aspects surrounding AI, which has led to responsible development and use of AI (European Commission 2019a and2019b).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites European Commission 2019a
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites European Commission 2019b

In the paper

“Finally, most studies reported in the literature and including HRM focus on multinational large organisations.”

In the paper

“The knowledge gap and our limited understanding exists in the HRM literature on the factors that will influence AI-employee collaboration, and the potential business impact of this collaboration.”

In the paper

“While, many studies have reported the drivers and barriers related to adoption and implementation of AI, we consolidate these to propose AI capability theoretical framework.”

In the paper

“The review has identified five key themes in the literature: AI applications in HRM; collective intelligence; AI employment and skills; AI drivers and barriers to adoption.”

In the paper

“However, collective intelligence is nascent and emerging within academic research.”

In the paper

“We found that the current literature primarily has focussed on the applications of AI in HRM, anticipated benefits, impact of AI on jobs, and AI-driven decision-making augmenting human intelligence.”

In the paper

“While, IM has primarily focussed on technical resources and infrastructure, and wider BAM research has focussed on non-technical resources, our capability framework objectively brings these two rather fragmented pieces of literature together (Loebbecke & Picot, 2015;Markus, 2015).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Loebbecke & Picot, 2015
• ?Not checked — no full text of the sourcecites Markus, 2015 source

In the paper

“AI has a significant potential to support organizational research because of the capacity to analyze data and support decision-making.”

In the paper

“Based on the model proposed by Mehrabad and Brojeny (2007), it can be used to select applicants from a pool of submitted applications (selection), make a decision based on the interview and organisational need (appointment) and propose a suitable salary and benefits based on their qualifications.”

What the sources say

• ?Not checked — no full text of the sourcecites Mehrabad and Brojeny (2007) source

In the paper

“We conducted a systematic review of literature following the protocol suggested in the existing literature (Tranfield et al., 2003;Denyer and Tranfield, 2009;Wolfswinkel et al., 2013;Hopp et al., 2018) to ensure that the review process is transparent, easily reproducible, and critically analyses and systematises research themes (stemming from the review).”

What the sources say

• ?Not checked — no full text of the sourcecites Tranfield et al., 2003 source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Denyer and Tranfield, 2009
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Wolfswinkel et al., 2013

In the paper

“our review sheds light on the importance of developing collective intelligence within the organisations, i.e., a collaborative working environment where AI and human intelligence (HI) can co-exist”

In the paper

“Following the recommendations in Tranfield et al. 2003, this process ensured that the procedure is transparent, reproducible, and devoid of human errors.”

What the sources say

• ?Not checked — no full text of the sourcecites Tranfield et al. 2003 source

In the paper

“AI recruitment decreases the time taken to recruit individuals, enables organisations to respond to events more quickly and ultimately improve their competitive advantage through intangible assets of better recruited people.”

In the paper

“The use of technology to support HR has significant potential to support the business strategy (Kakkar and Kaushik, 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Kakkar and Kaushik, 2019

In the paper

“to identify personality traits from potential candidates and match them to the predominant traits found in the culture of the company (Lee and Ahn, 2020)”

What the sources say

• ?Not checked — no full text of the sourcecites Lee and Ahn, 2020 source

In the paper

“Sparrow, et.al. (2015) argue that this strategic focus needs to be contextualised within the organisation, rather than a more generic strategic focus.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Sparrow, et.al. (2015)

In the paper

“This was initially done individually by each researcher and then consensus was reached through a group discussion to finalize the key themes emerging from the study.”

In the paper

“Next, all these documents were verified by each team member to ensure that the information is consistent with the literature and covered all relevant information (e.g., study protocol, or strategic implications relevant to our research question).”

In the paper

“to access a larger pool of candidates and reduce bias eliminating subjective criteria (Kshetri, 2020)”

What the sources say

• ?Not checked — no full text of the sourcecites Kshetri, 2020 source

In the paper

“research has found that organisations often find it difficult to integrate AI within their business processes and systems, which often inhibits AI adoption (Davenport and Ronanki, 2018;Mikalef., et al., 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Davenport and Ronanki, 2018
• ?Not checked — no full text of the sourcecites Mikalef., et al., 2019 source

In the paper

“This will significantly impact the organisational processes, nature and meaning of work, work design structure within organisations, competencies and skills required in specific roles within the digital workforce, technology exposure, employer and employee expectations, work practices within the organisation and human resource strategy to bridge the skills gap to increase employee motivation and”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Schroeder et al., 2019
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Wilson et al., 2017

In the paper

“The IM literature has reported that humans often reject and ignore a new technology, if they feel threatened by it (i.e., affects their financial and psychological wellbeing), irrespective of their interest and enthusiasm in it (Elkins et al., 2013).”

What the sources say

• ?Not checked — no full text of the sourcecites Elkins et al., 2013 source

In the paper

“AI algorithms can be combined with techniques such as data envelopment analysis to identify underperforming employees, their impact on the efficiency and effectiveness of the company, and the overall performance of the organization (Panteia, 2020)”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Panteia, 2020

In the paper

“The idea was first discussed by Malone (2018), who considered the intelligence of humans and that of machines as the intertwining of 'collective' intelligence.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Malone (2018)

In the paper

“However, potential benefits of such AI-employee collaboration established through a symbiotic partnership can be fully realised in practice (and beyond the theoretical narratives), if employees (human workers) understand, trust, and adopt AI.”

In the paper

“Furthermore, clarification about the limits and advantages of AI will help organizations to successfully integrate AI in human working environment (Malone, 2018).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Malone, 2018

In the paper

“Tsui et al., 2000 put forward how AI can be used for knowledge engineering that can aid knowledge searching and knowledge processes.”

What the sources say

• ?Not checked — no full text of the sourcecites Tsui et al., 2000 source

In the paper

“For recruiting, AI can help writing job profiles, screening resumes, using enhanced video analysis to identify behavioral patterns of potential candidates, comparing them with the criteria required for the position (Belhadi et al., 2021), and identifying traits and skills of potential candidates to facilitate adaptation and enhance performance (Wilson and Gosiewska, 2014).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Belhadi et al., 2021
• ?Not checked — no full text of the sourcecites Wilson and Gosiewska, 2014 source

In the paper

“This can be attributed to limited knowledge, skills and understanding among the workforce (both employees and managers) about AI capabilities, limitations, strategic initiatives, and integration with the existing business processes.”

In the paper

“Jarrahi (2018) has suggested that the computational power and analytical capabilities of AI can be leveraged to deal with the complexity in decision-making process, with the intention to augmenting human intelligence (HI) and decision-making tasks, rather than replacing human from the process.”

What the sources say

• ?Not checked — no full text of the sourcecites Jarrahi (2018) source

In the paper

“Abubakar et al (2019) showed how AI could be used to highlight knowledge hiding.”

What the sources say

• ?Not checked — no full text of the sourcecites Abubakar et al (2019) source

In the paper

“This is achieved by automating trivial manual repetitive processes that require considerable time and human capital.”

In the paper

“AI-enabled systems will both automate and augment HRM decision-making in organisations, which has been a subject of both attention and fear among the corporate leaders (Janssen et al, 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Janssen et al, 2019

In the paper

“Fear of job losses and obscurity about AI-human responsibilities in a collaborative working environment will prevent organizations to concretize AI Adoption (Bughin, 2018).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Bughin, 2018

In the paper

“Barro and Davenport, 2019 have argued that although organisations have acknowledged the potential benefits offered by AI adoption, they are yet to augment human intelligence or replace employees with AI expert systems.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Barro and Davenport, 2019

In the paper

“AI capabilities can improve and optimize business operations and resources through task automation and augmenting human intelligence, which will reduce operational costs, lead production time, improve output/delivery response time (throughput), enhance creative process within organisations by freeing up employees' time to concentrate on non-trivial and complex procedures, resulting in performance”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Deb at al., 2018
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Mishra and Pani, 2020
• ?Not checked — no full text of the sourcecites Wamba-Taguimdje et al., 2020 source

In the paper

“Therefore, these skills will be strategic intangible resource that will be difficult to imitate by other firms, which will provide competitive advantage (Barney, 1991).”

What the sources say

• ?Not checked — no full text of the sourcecites Barney, 1991 source

In the paper

“AI can provide more flexibility and work-related autonomy, promote creativity and innovation, and allow to streamline organizational processes (Malik et al., 2021).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Malik et al., 2021

In the paper

“Bughin (2018) has discussed how the use of AI within business organisations is likely to increase the number of employees, rather than job losses, because the early adopters of AI are positioning themselves for growth which will stimulate employment.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Bughin (2018)

In the paper

“For example, Liebowitz (2001), reported how AI enhanced knowledge management by facilitating effective knowledge sharing.”

What the sources say

• ?Not checked — no full text of the sourcecites Liebowitz (2001) source

In the paper

“Additionally, AI can be useful for monitoring, performance measurement and tracking employee morale (Gaur and Riaz, 2019).”

What the sources say

• ?Not checked — no full text of the sourcecites Gaur and Riaz, 2019 source

In the paper

“Major drivers identified in the literature for the adoption of AI-enabled systems include the potential to be more objective, less likely to make mistakes, and the ability to predict future behavior through the identification of patterns in the historical datasets (Giermindl et al., 2021, Gaur andRiaz, 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Giermindl et al., 2021
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Gaur andRiaz, 2019

In the paper

“Such augmentation in any job context will boost the decision-making abilities of employees, increase the time devoted for non-trivial tasks, heighten creativity, and therefore enhance both employee and business productivity (Wilson and Daugherty, 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Wilson and Daugherty, 2019

In the paper

“This is important because it highlights that the source of bias in AI is associated to the bias of the people implementing the AI.”

In the paper

“Case in point the HR recruiters are relying on the meta data available on social media outlets to target potential candidates for roles within organisations.”

In the paper

“Therefore, the interpretability of results from AI and the potential clash with the human perspective can hinder the successful implementation of AI.”

In the paper

“Ownership of the AI algorithm and its results may be placed on HR managers, and as such they would need to know the rationale for the data input choices and results (Davenport and Ronanki, 2018).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Davenport and Ronanki, 2018

In the paper

“For recruitment and hiring, this means that the core components of the organizational culture must be clearly delimited to obtain useful results.”

In the paper

“If users or HR managers do not understand the algorithms' affordances and variants, this can result in an inability to use the algorithms effectively to recruit and retain the best possible staff and to be swayed by prejudice (Chowdhury et al., 2020;Shin and Park, 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Chowdhury et al., 2020
• ?Not checked — no full text of the sourcecites Shin and Park, 2019 source

In the paper

“All these drivers will reduce bottlenecks and improve overall operational efficiency, which will enhance business productivity.”

In the paper

“Organizational resilience involves the capacity to absorb, respond and transform to capitalize on disruptions that threaten the organization (Lengnick-Hall et al., 2011).”

What the sources say

• ?Not checked — no full text of the sourcecites Lengnick-Hall et al., 2011 source

In the paper

“This quantification has become a substitute for an individual's social life, personality, abilities and choices, attributes upon which recruitment decisions are being made.”

In the paper

“There are several reasons why transparency is particularly necessary in a HR context (Chowdhury et al., 2020;Silvernam, 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Chowdhury et al., 2020
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Silvernam, 2020

In the paper

“The lowering of costs and easy access to the digital world, coupled with relative ease with which vast amounts of meta data can be processed, society is has become dominated with the logic of quantification (Espeland and Stevens, 2008).”

What the sources say

• ?Not checked — no full text of the sourcecites Espeland and Stevens, 2008 source

In the paper

“The existing research has also indicated that IT adoption (such AI-enabled systems) within organisations will enhance dynamic capabilities which drives market capitalization, increased flexibility to adapt/re-engineer business operations and processes, agility, and responsiveness to address uncertain and evolving market demands and mitigate trade-offs within the organisation (Mikalef and Pateli, 2”

What the sources say

• ?Not checked — no full text of the sourcecites Mikalef and Pateli, 2017 source

In the paper

“Despite the recent investment on social responsibility programs, the general consensus is that companies are failing to tackle the SDGs because of limited visibility, flexibility and resilience (Bag et al., 2021a).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Bag et al., 2021a

In the paper

“Resilient organisations often rely on changes on the corporate culture and re-design of processes (Bag et al., 2021a).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Bag et al., 2021a

In the paper

“Hence, the company must promote the development of skills that can use by employees to support the capacity of the organization to withstand disruptions through the introduction of HR management able to ensure human resources are managed effectively and that they can be employed at the right time and in the right conditions to help the company manage different circumstances (Slusarczyk, 2018).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Slusarczyk, 2018

In the paper

“On top of that, Giermindl et al. (2021) and Malik et al. (2021) highlight the importance of privacy and data protection concerns, issues stemming from constant tracking, and the potential of bias in the algorithms themselves.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Giermindl et al. (2021)
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Malik et al. (2021)

In the paper

“This has led to the development of sustainable human resource management, which aims at accomplishing organizational sustainability supported by the design of HR policies, strategies and practices simultaneously underpinning social, environmental, and economic aspects (Wesley Ricardo de Souza et al., 2011).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Wesley Ricardo de Souza et al., 2011

In the paper

“Growing developments and usage of AI in everyday life and organisations has resulted in a need for HRM to consider the role and impact of AI on the well-being of employees.”

In the paper

“Considering the importance of leveraging technology to increase the productivity of human resources to support sustainable development (Reddy et al., 2019), technology has been related to sustainable human resource management.”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Reddy et al., 2019
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Zhou, 2021

In the paper

“Organizational resilience is valuable to help businesses plan, prepare, strategize operations, and respond to unpredictable disruptions and efficiently recover from such disruptions (Scholten et al., 2019, Macdonald et al., 2018, Bag et al., 2021b).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Scholten et al., 2019
• ?Not checked — no full text of the sourcecites Macdonald et al., 2018 source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Bag et al., 2021b

In the paper

“Particularly for HR recruitment the decision-making process of targeting potential candidates and taking them through the rudimentary checks, is accelerated using AI.”

In the paper

“Other barriers include, assessing the data quality to ensure the decisions and recommendations are precise, accurate and relevant (Ransbotham, et al., 2020;Kiron and Schrage, 2019); optimal training dataset to reduce bias and reputational risks (Chowdhury et al., 2020;Glikson and Woolley, 2020); integrating existing systems with the AI implementation, to streamline information processing and”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Ransbotham, et al., 2020
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Kiron and Schrage, 2019
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Chowdhury et al., 2020

In the paper

“Certain groups have been found to be disproportionality disadvantaged in AI algorithms, e.g., black faces associated as gorillas (Dougherty, 2015) and Asian people categorised as blinking (Wade, 2010).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Dougherty, 2015
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Wade, 2010

In the paper

“Use of AI powered by the algorithms provides HR recruitment with efficient tools to both market jobs to an increasingly digitally based candidate and perform the rudimentary initial checks before candidates can be interviewed.”

In the paper

“This has the potential of increasing the safety of the workforce and the sustainability of jobs in the long term”

In the paper

“The impact of these barriers in practice can be significant.”

In the paper

“Tambe et al. (2019)argues that the adoption of AI for HRM faces four major challenges, namely the complexity of the HR phenomena, small data, ethical constraints, and the reaction of employees to the implementation of artificial intelligence.”

What the sources say

• ?Not checked — no full text of the sourcecites Tambe et al. (2019) source

In the paper

“Issues such as bias (Chouldechova et al., 2018), misinformation (Little, 2018;Chesney and Citron, 2019), lack of understanding, intrusion, inequality (Buolamwini and Gebwu, 2018) and labour displacement (Autor, 2015) may impact on employees' well-being and their feelings of security, trust and privacy.”

What the sources say

• ?Not checked — no full text of the sourcecites Chouldechova et al., 2018
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Little, 2018
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Chesney and Citron, 2019

In the paper

“Drawing from the knowledge management literature, knowledge sharing has been identified by Hansen et al. (1999) as a key practice to create business value that will enhance economic performance of business organisations.”

What the sources say

• ?Not checked — no full text of the sourcecites Hansen et al. (1999)

In the paper

“Thus, reducing individuals to a set of measured dimensions and avoiding dealing with a person's evolution and alternative explorations that may explain how one ends up in specific category (Ananny, 2015).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Ananny, 2015

In the paper

“which would suggest that there would be a demographic divide in openness to AI.”

In the paper

“Therefore, the capability of AI needs to be combined with the capacity of humans to empathize and understand the results within the global, organizational, and personal context.”

In the paper

“For instance, AI has the potential to identify areas of lower performance based on the achievements of employees, but it would struggle to process the underpinning factors leading to low performance and therefore it could interpret a need for action in instances that may be temporary or affected by external variables.”

In the paper

“Therefore, in the context of AI knowledge sharing, codification will facilitate scaling up the knowledge dissemination across the organisation and re-using the knowledge, and personalization will promote trust and cooperative attitude of employees towards AI, through networking and discussion.”

In the paper

“(8) developing successful business cases related to AI implementation which will enhance reputation among the business stakeholders, competitors, policy makers and consumers (Davenport and Ronanki, 2018).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Davenport and Ronanki, 2018

In the paper

“All of these will lead to developing a culture which fosters creativity, innovation capability, collaboration between teams, less resistance to change and conducive to the needs of human workers (where their human attributes such as intuitive intelligence, empathy, negotiation, and communication skills are acknowledged).”

In the paper

“We envisage the context will determine type of AI (automation, augmentation and assisted).”

In the paper

“(3) introducing new products and services, improving the quality of existing ones positively impacting operational performance and costs in terms of inventory management through optimising resource utilization (Wamba-Taguimdje et al., 2020;Alsheibani et al., 2020);”

What the sources say

• ?Not checked — no full text of the sourcecites Wamba-Taguimdje et al., 2020 source
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Alsheibani et al., 2020

In the paper

“Both codification and personalization strategies have been used to build expertise and facilitate skills development in the context of platform ecosystems (Tiwana, 2013) and IT sectors (Garavelli et al., 2002).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Tiwana, 2013
• ?Not checked — no full text of the sourcecites Garavelli et al., 2002 source

In the paper

“The impact on employees will depend on the type of AI, which processes will be transformed, AI strategy of the organisation, knowledge creation, sharing and management mechanisms to develop skills, knowledge, and expertise of employees.”

In the paper

“The context of use will depend on the business problem and priority.”

In the paper

“For example, big tech companies like Facebook, Google and Amazon design algorithms that contributes to their success, however, these algorithms are closely guarded and protected as intellectual property (O'Neil, 2017).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites O'Neil, 2017

In the paper

“It is often considered as an extension of the RBV theory, and posits that knowledge created within the organisation is a critical asset which will help to produce sustainable competitive advantage in dynamic market environments because: (1) knowledge-based sources are socially complex to understand and embedded within the firm; (2) difficult to imitate by another organisation; (3) continuously”

What the sources say

• ?Not checked — no full text of the sourcecites Grant, 1996 source

In the paper

“The organisational resources will determine the organisational readiness to utilize AI (i.e., resources that need financial investment and time to develop) and how it will be used (i.e., context which will lead to business process transformation).”

In the paper

“RBV is one of the most widely applied theoretical perspectives to explain how resources within an organisation can help enhance business performance and competitiveness (Barney, 2001).”

What the sources say

• ?Not checked — no full text of the sourcecites Barney, 2001 source

In the paper

“This inevitably raises questions about overreliance on AI decisions regarding targeted recruitment and following recruitment processes.”

In the paper

“The development of skills and expertise in-house will provide role clarity in a collaborative AI-HI working environment, develop trust and confidence among the human workers, which will enhance their emotional engagement with AI.”

In the paper

“It also helps to develop appropriate conditions, strategies, and resources within the organisation, which will allow the employees to harness new skills building on existing knowledge, facilitate access to relevant knowledge and expertise base, and finally encourage on sharing this knowledge with peers (Alsheibani et al., 2020;Demlehner & Laumer, 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Alsheibani et al., 2020
• ?Not checked — no full text of the sourcecites Demlehner & Laumer, 2020

In the paper

“Leadership plays an important role to intellectually stimulate employees' ability to perform their tasks and embrace change, through career development programmes (Nguyen and Mohamed, 2011).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Nguyen and Mohamed, 2011

In the paper

“Therefore, AI can be considered as an innovative technology and organisational leadership will play a critical role to develop facilitating conditions to deploy, manage and evolve AI (Alsheibani et al., 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Alsheibani et al., 2020

In the paper

“A recent study has reported that data analysis, digital, complex cognitive, decision-making, and continuous learning skills are necessary for AI adoption in multinational corporations in India (Jaiswal et al., 2021).”

What the sources say

• ?Not checked — no full text of the sourcecites Jaiswal et al., 2021 source

In the paper

“we believe that the adoption of AI within HRM will also vary according to geographical regions (developed and developing economies) and industry sectors (such as manufacturing, construction, services, education creative industry and tourism) (Vrontis et al., 2021).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Vrontis et al., 2021

In the paper

“AI-HI collaboration will inherently change organisational structure, roles and responsibilities and teams.”

In the paper

“According to world bank, SMEs represent about 90% of businesses and more than 50% of employment worldwide, and therefore play a major role in job creation and global economic development (World Bank, 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites World Bank, 2020

In the paper

“Such environment helps to create a supportive culture within the organisations that will enhance motivation and commitment of the employees to embrace innovative ideas, processes and strategies, helping the organisations to dynamically adapt and evolve (Lei et al., 2020;Al-Husseini et al., 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Lei et al., 2020
• ?Not checked — no full text of the sourcecites Al-Husseini et al., 2019 source

In the paper

“crosscountry/cross-sector comparisons will bring new insights from International HRM perspective.”

In the paper

“the management of these competencies, skills and knowledge is considered an asset for organisations that can be supported using AI (Younis and Adel, 2020).”

What the sources say

• ?Not checked — no full text of the sourcecites Younis and Adel, 2020 source

In the paper

“Organizational structural issues will be influenced by AI systems in a variety of areas that are yet to be examined.”

In the paper

“research has shown that knowledge management practices (sharing, creation, co-creation, storage etc.) in the organisations will lead to knowledge integration and evolution which will enhance organisational dynamic capability and business competitiveness (Kearns and Sabherwal, 2006;Nickerson and Zenger, 2004;Grant, 1996).”

What the sources say

• ?Not checked — no full text of the sourcecites Kearns and Sabherwal, 2006 source
• ?Not checked — no full text of the sourcecites Nickerson and Zenger, 2004 source
• ?Not checked — no full text of the sourcecites Grant, 1996 source

In the paper

“previous studies have also shown the decisive role of leadership to developing and shaping a positive culture within the organisations, which is conducive to introducing, implementing, and managing innovation within the organisations (Le and Lei, 2019;Le, 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Le and Lei, 2019
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Le, 2020

In the paper

“The capability framework will help organisations assess their readiness to leverage AI-based systems.”

In the paper

“Such communication mechanisms and strategy dissemination initiatives will require commitment from organisations' senior management (leadership) to enhance employee development, job satisfaction and workforce performance (Alsheibani et al., 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Alsheibani et al., 2020

In the paper

“The ability to get explanations for the output responses will also reduce biases in business processes, operations, and decision-making, thus enhancing fairness (Satell and Sutton, 2019).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Satell and Sutton, 2019

In the paper

“In doing so the framework will help to objectively identify both technical and non-technical resources required to operationalise AI systems.”

In the paper

“On the contrary, AI is a technology and its adoption, implementation, and impact within HRM will depend on other resources and organisational strategies operationalising and governing these resources.”

In the paper

“This will be the pathway to augmenting human intelligence, rather than replacing it entirely within HRM decision-making processes.”

In the paper

“In this context, our review shows that innovative culture will stimulate employees to embrace AI, identify and seize new opportunities to use AI through their creative intellect, and dynamically respond to change resulting from HR business process and practice transformation, which will help to enhance business productivity and competitiveness (Brock and Von Wangenheim, 2019).”

What the sources say

• ?Not checked — no full text of the sourcecites Brock and Von Wangenheim, 2019 source

In the paper

“Finally, while, in this review we relied on the judgement of academic experts and the existing academic literature to select the trending themes of AI research in HRM, research propositions (i.e., underresearched and emerging areas in the field), and resources to develop AI capability within organisations.”

In the paper

“Secondly, our search (using the selected keywords and Boolean operators) may not have identified all the articles relevant to the topic due to issues related to database unavailability or human error.”

In the paper

“This will help these business users to confidently assess the accuracy of the responses based on their own tacit domain expertise, which will increase trust in these systems (Cowgill and Tucker, 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Cowgill and Tucker, 2020

In the paper

“The primary goal of embedding transparency within AI-based ML models is to help the decision-making authorities understand what the AI system is doing, how it is generating the output responses and why a particular response is generated (Choudhury et al., 2020).”

What the sources say

• ?Not checked — no full text of the sourcecites Choudhury et al., 2020 source

In the paper

“Firstly, our review is restricted to studies published in top tier peer reviewed journals (ABS ranking -3, 3*, 4 and 4*).”

In the paper

“However, these techniques currently lack transparency and explainability, which makes it difficult for managers to trust the output of AI (Agarrwal et al., 2020;Bieda et al., 2020).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Agarrwal et al., 2020
• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Bieda et al., 2020

In the paper

“This will lead to a better understanding of AI adoption context, and enhance trust and confidence in the management initiatives and strategy (Mahidhar and Davenport, 2018).”

What the sources say

• ?Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  cites Mahidhar and Davenport, 2018

In the paper

“Firstly, the AI capability framework proposed in this article can be used by HRM practitioners to assess the readiness of the organisations to adopt and implement AI systems.”

In the paper

“The extant business and management literature on AI have highlighted how the adoption will shape nature of work and job design within business organisations, and its positive impact on business productivity, whereas negatively for employees' emotional state and job performance (Fleming, 2019).”

What the sources say

• ?Not checked — no full text of the sourcecites Fleming, 2019 source