Special Issue Editorial: Artificial Intelligence in Organizations: Current State and Future Opportunities

=3480593 30 Brynjolfsson, E. and McAfee, A. The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, 2014, Norton. Organizational Implications The introduction of AI is associated with significant changes in how organizations are managed. Changing authority arrangements: Unavoidably, as discussed above, expertise is redefined and the knowledge and skills of technology practitioners such as machine learning experts, data scientists and data analysts will become increasingly valued in the workplace, which may lead to a restructuring of authority arrangements across all levels of an organization. On a tactical level, technology practitioners will likely gain authority and control over work design and decision-making processes, given that they have the ability to prescribe how AI systems will affect operations. On a more strategic level, new roles will be added to boards and upper echelons, triggering questions related to the established regime: For example, where does the CIO’s jurisdiction end and the CDO’s start when it comes to planning a major digital transformation through implementing AI technology? Changing coordination: The use of AI to algorithmically manage work will lead to fundamental changes in organizational design and coordination. For instance, work tasks must be redefined so that they can be broken down into smaller subtasks that can then be algorithmically assigned to workers on digital labor platforms such as UpWork or Amazon MTurk.31 Machine learning algorithms can be used to coordinate more proactively by analyzing historical data to predict the need for skills and expertise in future projects. Furthermore, practitioners and managers will need to collaborate with new experts entering the workplace in data processing, algorithm development, data visualization and so forth. Collaboration among individuals with different types of expertise can make work coordination more challenging and may result in a substantially different execution of an organization’s operations and services. Changing valuation schemes: The way that performance is evaluated is also changing substantially, as employees are now being 31 Faraj, S., Pachidi, S. and Sayegh, K. “Working and Organizing in the Age of the Learning Algorithm,” Information and Organization (28:1), 2018, pp. 62-70.