Purpose This article examines how perceived algorithmic-bias salience, automation bias and algorithm aversion are associated with artificial intelligence (AI) use in organisational work processes. It develops a bias-aware business process management (BPM) model of calibrated reliance, process integration and responsible performance. Design/methodology/approach A six-country professional survey produced 600 usable responses. Survey constructs are triangulated with respondent-transcribed KPI summaries, 90 de-identified incident records and 3,600 process-month observations. Partial least squares structural equation modelling, measurement invariance of composite models, country models, bootstrapping and process-clustered panel tests are used. Findings Perceived algorithmic-bias salience is negatively associated with calibrated reliance, while algorithm aversion is negatively associated with process integration. The automation-bias path is unsupported; exploratory behaviour tests do not validate H2. Bias-aware BPM governance is associated with reliance discipline and integration, but its direct panel association is non-significant. Key performance indicator and panel evidence are triangulation, not causal proof. Originality/value The article defines bias-aware BPM capability as the capacity to place, audit and revise responsible-AI controls at process decision points. It specifies the roles, records, review triggers and feedback routines through which AI outputs become challengeable and correctable in workflow execution.
Purpose Returns on artificial intelligence (AI) capability vary widely. Most research links AI investment directly to performance without explaining what converts capability into results. This study positions strategic agility as that conversion process and tests how readiness, executive support and culture shape it. Design/methodology/approach The study integrates dynamic capabilities and sociotechnical theory into a process-based contingency model. It applies partial least squares structural equation modeling (PLS-SEM) to two-wave survey data from 522 Fujian firms. Multigroup analyses test how effects differ by firm size and sector. Findings Strategic agility partially mediates the AI-sustainability link, and employee AI readiness strengthens this mediation. Top management support weakens it instead, a dark-side pattern tied to institutional decoupling. Green culture shows no moderating effect. AI capability harms small firms but benefits larger ones; the direct pathway holds only in industrial sectors. Practical implications AI creates sustainability value when firms treat it as a capability, not a self-executing asset. That capability needs agile routines and employee readiness to turn AI-generated insight into action. Distributed experimentation also merits protection: top-down endorsement can erode the innovation it aims to promote. Originality/value Prior research has largely linked AI investment directly to performance, or treated sensing, seizing and reconfiguring as parallel capabilities. This study specifies strategic agility as the mechanism that converts AI capability into sustainable performance, moves beyond input-output logic and identifies a counterintuitive dark side of top management support, explained by institutional decoupling. For managers, AI's sustainability returns depend on firm scale and sector, not universality. For policymakers, readiness-building and governance support best improve AI's payoffs.
Purpose Despite the application of generative artificial intelligence (GenAI) in organizational workflows and business processes, many firms have not achieved improvements in innovation capabilities and value creation. This suggests that capability development depends not only on artificial intelligence (AI) but also on the effective orchestration human and artificial knowledge in work routines and business activities. This study explores the mechanisms underlying human–AI knowledge orchestration (KO) and identifies drivers, inhibitors and boundary conditions shaping managers’ participation. Design/methodology/approach Integrating knowledge orchestration theory and social exchange theory, the study conceptualizes knowledge growth, AI self-efficacy (AISE), perceived organizational support as benefits, execution cost (EC) and knowledge power loss as costs and trust in AI as the moderator. The model is tested using structural equation model with data from 341 managers in AI adopting firms. Findings Knowledge growth, AISE and perceived organizational support positively affect human–AI KO, whereas EC and loss of knowledge power (LKP) have negative impact. Trust in AI strengthens the positive effect of knowledge growth and AISE but unexpectedly exacerbates negative impact of EC and LKP. Social implications This study highlights the importance of fostering trust and addressing barriers in human–AI collaboration, offering insights into the responsible adoption of AI in the workplace. The findings may contribute to more inclusive digital transformation and AI-enabled knowledge management practices. Originality/value By conceptualizing human–AI KO as a dynamic knowledge management process embedded in workflows and business processes, this study advances research at the intersection of AI, knowledge management and business process management. It responds to calls to embed knowledge management in work routines and examine individual-level factors in AI-supported business processes. It reveals the benefit–cost trade-off underlying managers’ participation and provides implications for AI-enabled knowledge management, business process improvement and capability development.
Purpose The scope of this research is to perform a comprehensive exploration of the dynamics of online business negotiations within the context of contemporary business practices and education. It seeks to understand the contextual nuances and subjective experiences of professionals navigating organizational negotiations during recent periods of crisis. Design/methodology/approach This research used content analysis based on natural language processing (NLP) techniques to examine feedback from 36 representatives of organizations from different sectors regarding online business negotiations. The data were analysed using the NLTK library in Python to extract keywords and identify recurring themes in participants' responses. Findings The results highlight three primary analytical trajectories: the current level of engagement in online formats, the underlying motivations driving this shift, and the evolving strategic importance of online negotiation. Research limitations/implications By extending cognitive load theory (CLT) and media richness theory (MRT) to online business negotiations, the paper argues that "digital friction" can impede information processing and strategic decision-making. These insights are critical for both organizations and higher education institutions, underscoring the systematic investment in human capital and technological infrastructure is vital for maintaining competitive advantage in an increasingly digitalized global economy. Originality/value The paper confirms a profound shift from traditional paradigms towards a "digital-first" organizational logic, driven by benefits such as enhanced time efficiency, expanded accessibility and the maintenance of organizational continuity regardless of geographical constraints. The study further emphasizes that high performance in online negotiations requires an integrated set of competencies, including technological literacy, synthetic communication, active listening and the ability to build trust despite the limitations of a digital interface.
Purpose This study examines how organizational informants working in Romanian companies perceive the relationships between awareness of sustainable development (ADSD), regulatory requirements (RR), leadership orientation toward sustainability (LOS), the adoption of sustainable strategies (ASS), organizational performance (OP) and organizational reputation (OR). Design/methodology/approach A confirmatory econometric model derived from a previous qualitative phase was tested with partial least squares structural equation modelling (PLS-SEM) in SmartPLS 4. Data were gathered through a Likert-type questionnaire administered to 117 key informants working in Romanian firms, ranging from operational to top management. ADSD and ASS were specified as reflective–reflective higher-order constructs and assessed through a two-stage disjoint procedure. Reliability, convergent validity, discriminant validity (Fornell–Larcker, HTMT) and structural significance (5,000 bootstrap subsamples) were evaluated against current methodological guidelines. Findings Leadership orientation toward sustainability emerged as the dominant antecedent of the adoption of sustainable strategies (β = 0.615, p < 0.001), whereas awareness of sustainable development and perceived regulatory requirements did not exhibit statistically significant direct effects after leadership orientation was included in the model. The adoption of sustainable strategies, in turn, was strongly associated with organizational performance (β = 0.762, p < 0.001) and moderately but significantly associated with organizational reputation (β = 0.337, p = 0.002). Performance was also positively associated with reputation (β = 0.435, p < 0.001). The model explained 55.7% of the variance in ASS, 58.1% in OP and 52.7% in OR. Research limitations/implications The study offers one of the first integrated, leader-centred PLS-SEM tests of sustainability strategy adoption in a Central and Eastern European emerging economy, and challenges the assumption that awareness or compliance pressure alone are enough to move firms beyond declarative sustainability (the other approach being that the gap between declarative intent and genuine sustainability strategy adoption in Central and Eastern European emerging economies stems from a complex mix of institutional, financial, and cultural barriers). Practical implications Companies seeking to translate sustainability awareness and regulatory requirements into strategic adoption should complement compliance initiatives with sustainability-leadership training, internal sustainability champions, measurable managerial KPIs and incentive systems linked to sustainability objectives. For SMEs, these mechanisms can be implemented proportionately through a quarterly sustainability dashboard, a designated sustainability champion and a limited set of material targets. Social implications The findings suggest that strengthening managerial capabilities around sustainability could accelerate the alignment of Romanian businesses with EU climate, social and governance objectives. Originality/value The study contributes to the literature by integrating awareness of sustainable development, perceived regulatory requirements, sustainability-oriented leadership, sustainable strategy adoption, organizational performance and organizational reputation within a single PLS-SEM model tested in an underexplored Central and Eastern European context. More importantly, the findings indicate that leadership orientation toward sustainability is the only significant direct antecedent of sustainable strategy adoption when awareness and perceived regulatory requirements are considered simultaneously. The study therefore suggests that the transition from declarative sustainability intentions to strategy adoption depends primarily on leaders' capacity to translate sustainability principles into organizational priorities, resource allocation and managerial action.
