Paper Type
ERF
Abstract
Artificial intelligence (AI) has become a central driver of digital transformations. However, many organizations struggle to move AI initiatives beyond siloed experimentation and utilization, often due to fragmented ownership of AI transformation strategy and a lack of a cohesive, enterprise-wide approach. While studies have begun to examine the role of the Chief AI Officer, the focus has been on building and managing AI systems, with limited theorization on the executive role responsible for AI-enabled, organization-wide transformation. Drawing on sociotechnical theory, institutional theory, and role theory, this study conceptualizes the role of the AI Transformation Officer (AITO) who navigates the sociotechnical, institutional, and role-based tensions involved in scaling AI initiatives within an organization. Through semi-structured interviews with senior leaders responsible for AI initiatives, we aim to develop a typology of AITO roles, a framework with expected competencies for the role, and a research agenda for scholarship on AI transformation leadership.
Paper Number
1735
Recommended Citation
Oladeji, Oyebisi and French, Aaron M., "Reimagining Executive Roles for the AI Era: Conceptualizing the AI Transformation Officer" (2026). AMCIS 2026 Proceedings. 14.
https://aisel.aisnet.org/amcis2026/sig_osra/sig_osra/14
Reimagining Executive Roles for the AI Era: Conceptualizing the AI Transformation Officer
Artificial intelligence (AI) has become a central driver of digital transformations. However, many organizations struggle to move AI initiatives beyond siloed experimentation and utilization, often due to fragmented ownership of AI transformation strategy and a lack of a cohesive, enterprise-wide approach. While studies have begun to examine the role of the Chief AI Officer, the focus has been on building and managing AI systems, with limited theorization on the executive role responsible for AI-enabled, organization-wide transformation. Drawing on sociotechnical theory, institutional theory, and role theory, this study conceptualizes the role of the AI Transformation Officer (AITO) who navigates the sociotechnical, institutional, and role-based tensions involved in scaling AI initiatives within an organization. Through semi-structured interviews with senior leaders responsible for AI initiatives, we aim to develop a typology of AITO roles, a framework with expected competencies for the role, and a research agenda for scholarship on AI transformation leadership.
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