Artificial Intelligence: Organizational Possibilities and Pitfalls

Studying AI in the Wild: Reflections from the AI@Work Research Group

Marleen Huysman · pp. 315–334

Articulates the ontological commitments, methodological choices, and collaborative practices that have shaped studying AI in organizations — urging scholars to pay more attention to AI's relational character rather than adopting technological determinism.

Artificial Intelligence as an Organizing Capability Arising from Human–Algorithm Relations

Marta Stelmaszak, Mayur Joshi, Ioanna Constantiou · pp. 335–365

Proposes an ontological shift: rather than treating AI as an independent entity, the paper theorizes that AI arises from the relations among human and algorithmic actors as an organizing capability.

'Let Me Explain': A Comparative Field Study on How Experts Enact Authority Over Clients When Facing AI Decisions

Anne-Sophie Mayer, Elmira van den Broek, Tomislav Karačić · pp. 366–398

A comparative field study examining how professional experts enact authority over clients when AI-generated decisions challenge their expertise — revealing the evolving dynamics of human authority in AI-augmented professional contexts.

When Do Individuals Believe in Themselves Rather Than in Artificial Intelligence? Insights from Longitudinal Investigations in Corporate Credit-Rating Contexts

Kyootai Lee, Wooje Cho, Han-Gyun Woo, Simon de Jong · pp. 399–437

Longitudinal investigations in corporate credit-rating contexts reveal when and why individuals trust their own judgment over AI recommendations — illuminating the cognitive and contextual factors that shape human-AI decision authority.

Demystifying AI for the Workforce: The Role of Explainable AI in Worker Acceptance and Management Relations

Miles M. Yang, Ying Lu, Fang Lee Cooke · pp. 438–472

Using experimental data from 1,107 gig workers, this study investigates how explainable AI — through counterfactual versus factual and local versus global explanations — shapes workers' acceptance of AI-driven decisions and management relations.

It's Amazing — But Terrifying!: Unveiling the Combined Effect of Emotional and Cognitive Trust on Organizational Members' Behaviours, AI Performance, and Adoption

Natalia Vuori, Barbara Burkhard, Leena Pitkäranta · pp. 473–514

Unveils how the interplay of emotional and cognitive trust shapes organizational members' behaviours toward AI, its performance outcomes, and adoption trajectories — revealing that trust in AI is not monolithic but multidimensional.

Beyond Anthropomorphism: Social Presence in Human–AI Collaboration Processes

Dominik Siemon, Edona Elshan, Triparna de Vreede, Philipp Ebel, Gert-Jan de Vreede · pp. 515–560

Moves beyond anthropomorphism to examine social presence in human-AI collaboration — investigating how people experience AI as a social actor in collaborative processes and what this means for how we design and manage human-AI teams.

Curse or Blessing: Investigating the Influence of Firms' Artificial Intelligence Adoption on Employee Job Satisfaction

Colin Schulz, David Bendig, Antonio Bräunche, Bastian Kindermann · pp. 561–595

Investigates whether firm-level AI adoption is a curse or blessing for employee job satisfaction — revealing nuanced effects that depend on implementation context and the nature of AI-augmented work.

Industry Exposure to Artificial Intelligence, Board Network Heterogeneity, and Firm Idiosyncratic Risk

Kerry Hudson, Robert E. Morgan · pp. 596–630

Examines how AI exposure reshapes firms' strategic risk landscapes, demonstrating that firms in AI-exposed industries face elevated idiosyncratic risk — and that heterogeneous board networks help mitigate this uncertainty.

Examining the Effect of a Firm's AI Specialization on the Technology Firms it Acquires: A Real Options Perspective

Chi Hon Li, Steven Boivie, Gerry McNamara, Pok Man Tang · pp. 631–667

Drawing on real options theory, the study demonstrates how a firm's AI specialization creates a portfolio of strategic options that can be exercised through AI acquisitions to secure complementary external capabilities.

When AI Becomes an Agent of the Firm: Examining the Evolution of AI in Organizations Through an Agency Theory Lens

Beth K. Humberd, Scott F. Latham · pp. 668–694

AI's growing integration into firm decision-making parallels the emergence of the professional manager. The authors theorize a point at which AI achieves sufficient autonomy to be considered an agent of the firm — with profound implications for control and decision rights.

Opportunity Search in the Era of GenAI: Navigating Uncertainty in an Expanding Universe of Imaginable but Unknowable Futures

Stratos Ramoglou, Yanto Chandra, Qian Jin · pp. 695–721

Examines how generative AI transforms entrepreneurial opportunity search — navigating the tension between an expanding universe of imaginable futures and the fundamental unknowability of which possibilities will materialize.

The Dark Side of Managing Human–AI Collaborations: Implications for Leaders' Moral Relativism and Unethical Behaviour

Guohua He, Dan Ni, Puchu Zhao, Xin Qin · pp. 722–760

Drawing on moral relativism theory, this study develops and tests a model explaining how leader management of human-AI collaborations may induce moral relativism and unethical behaviour — with leaders' need for cognitive closure as a crucial moderating factor.

Rethinking How We Theorize AI in Organization and Management: A Problematizing Review of Rationality and Anthropomorphism

Laavanya Ramaul, Paavo Ritala, Angelos Kostis, Päivi Aaltonen · pp. 761–807

Uncovers two core assumptions — rationality and anthropomorphism — that shape how management scholarship theorizes AI, and discusses how future research might expand the qualitative differences between humans and AI, their complementarities, and their coexistence.