Dublin Core
Title
Artificial intelligence: a catalyst to organizational learning and development in 21st century
Creator
, Robert Ebo Hinson
Description
Artificial intelligence is often observed as a means to automate operations, not as a device to
enhance and support human workers. When human and artificial capitals have the capability
to not only generate efficiencies within business practices, they can transform and create new
opportunities. Due to the unique self-learning proficiency of emerging AI technology, the study
admits taking a learning-centered approach to embrace the link between AI and strategy. This
study shows that what drives strategy is not machine learning but organizational learning.
According to Ransbotham et al. (2020), organizational learning is the source of competitive
advantage and the foundation on which an organization can develop capabilities to adapt to
shifts in the ever-changing environment. AI is often treated as a strategic asset that assists the
firm to frequently reposition itself in the dynamic and competitive environment, rather than as a
tool for automating processes, cutting costs or snowballing the firm’s revenue streams
External strategic learning process of artificial intelligence
There is an external orientation of strategic learning processes in every organization
(Thomas et al., 2001). Organizations therefore turn outside their internal environment to
explore trends of activities in their competitive market, paying particular attention to
consumer intention, buying behavior and demand. The external environment of the
organization requires that internal processes and capabilities be vigorously developed and
redeveloped to improve the company’s competitive advantage.
Artificial intelligence: changing organizational learning and engagement
Artificial intelligence (AI) can simply be captured as the development of systems that can
perform tasks that would normally require human reasoning and intelligence, such as
problem-solving, and decision-making (Mannino, 2015). AI simply is system software that
enhance and support human workers. When human and artificial capitals have the capability
to not only generate efficiencies within business practices, they can transform and create new
opportunities. Due to the unique self-learning proficiency of emerging AI technology, the study
admits taking a learning-centered approach to embrace the link between AI and strategy. This
study shows that what drives strategy is not machine learning but organizational learning.
According to Ransbotham et al. (2020), organizational learning is the source of competitive
advantage and the foundation on which an organization can develop capabilities to adapt to
shifts in the ever-changing environment. AI is often treated as a strategic asset that assists the
firm to frequently reposition itself in the dynamic and competitive environment, rather than as a
tool for automating processes, cutting costs or snowballing the firm’s revenue streams
External strategic learning process of artificial intelligence
There is an external orientation of strategic learning processes in every organization
(Thomas et al., 2001). Organizations therefore turn outside their internal environment to
explore trends of activities in their competitive market, paying particular attention to
consumer intention, buying behavior and demand. The external environment of the
organization requires that internal processes and capabilities be vigorously developed and
redeveloped to improve the company’s competitive advantage.
Artificial intelligence: changing organizational learning and engagement
Artificial intelligence (AI) can simply be captured as the development of systems that can
perform tasks that would normally require human reasoning and intelligence, such as
problem-solving, and decision-making (Mannino, 2015). AI simply is system software that
Publisher
Emerald Publishing Limited, ISSN 1477-7282
Source
https://www.emerald.com/insight/content/doi/10.1108/dlo-02-2024-0037/full/html
Language
English