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- Trial lecture starts at 10.15
- Public defence starts at 12.00
The title of the trial lecture is "AI in Organizations: Past, Present and Future"
Link to the thesis in NVA is coming soon
Assessment committee:
- Chair of committe at UiA: Professor Jouni Kimmo Alajoutsijärvi, UiA
- Associate Professor Omar Itani. The LAU Adnan Kassar School of Business, Beirut, Lebanon
- Associate Professor Serena finco, University of Padua, Italy
- Internal member - NEOMA: Associate Professor Mirco Peron
Supervisors in the doctoral work:
- Professor Amandeep Dhir, UiA
- Professor Charbel Jose Chiappetta Jabbour, NEOMA
- Professor Vijay Pereira, NEOMA
Summary of thesis
Globally, organizations are in a constant race to be among the first to develop and adopt new technologies. This research focuses on one such technology: Artificial Intelligence (AI). With AI at the forefront of technological development over the past decade, leading companies (as well as others) have invested significant time and financial resources into exploring and exploiting its potential. While a few have succeeded, most have not.
This thesis, through a systematic literature review, identifies the reason for this failure of the AI implementation process as the use of non-strategic approaches in deploying AI within the organization. This thesis identifies possible reasons behind these concerns and proposes the concept of ‘Strategic and Sustainable AI (SSAI)’, which refers to organizations being simultaneously strategic and sustainable during AI adoption. Being strategic here refers to following the three phases of strategic management, i.e., strategic thinking, strategic planning and strategic implementation; whereas sustainability refers to working in the interest of the Triple Bottom Line (TBL): people, planet and profit.
In this vein, this thesis derives key capabilities that organizations must develop through the three stages of strategic management, via interviews conducted with 21 senior management executives from companies that have implemented AI. These capabilities include AI-driven leadership, opportunistic adoption, resource management, foreseen challenges, embracing flexibility, monitoring measurable outcomes, gaining competitive advantage and measuring tangible and intangible outcomes. Moreover, the findings of a survey conducted with 249 employees working with AI in organizations across the world show that low peer (managerial) influence aids strategic AI adoption.
In other words, where a strategy for AI adoption is in place, peer influence is at its lowest. Additionally, examination of the survey results reveals that the direct effect of peer influence on sustainable AI adoption is not significant. Moreover, when peer influence is low, employees’individual commitment to strategic AI implementation is high.
Finally, this thesis provides evidence that sustainable AI adoption is achieved only through strategic management, thereby empirically establishing the concept of ‘Strategic and Sustainable AI (SSAI)’.
What to do as an online audience member
The disputation is open to the public. To follow the trial lecture and the public defence online, join this link
We ask online audience members to join no earlier than 10 minutes in advance. After these times, you can leave and rejoin the meeting at any time.
Opponent ex auditorio:
Deadline for the public to pose questions is during the break between the two opponents. Questions ex auditorio can be submitted to disputation chair.
Questions?
- gunvor.guttormsen@uia.no
- Phone
- +47 38 14 16 48