PACIS 2022 Proceedings

Paper Number

1353

Abstract

In this short paper, we present the preliminary findings of a case study of an AI-enabled digital transformation in recruitment decision making. Drawing on the work of Bartunek and Moch’s (1987) framework of organisational change we report preliminary findings revealing that re-engineered digital processes must allow for recruiter expertise and knowledge to flourish within a framework that maintains their decision rights. Recruiters experience a negation of personal autonomy, fueling change resistance and role anxiety, ultimately impacting their adoption and the organisation’s ability to realise the intended benefits. Contrary to practitioner accounts and much commercially motivated vendor hype we find a gap between the promise and reality of applying AI-enabled decision-making, with important tensions and contradictions for recruiter practices and organisational level benefits attainment.

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