Eurokleis

Different and profound are the consequences of the further development of artificial intelligence (AI) on society. One of the manifestations of the upcoming changes is the plethora of novel ways in which companies may organize labor and capital. So far, the influence of AI on organizational structure has been mainly studied from either a technological or a broader decision-making perspective. Our paper provides a unique take on the topic, emphasizing the distinctive role of human agency and its function in the upcoming AI-driven organizational changes. Relying on the existing academic literature, we theorized a set of hypotheses concerning best fits to the AI contingency on both macro and meso-organizational levels. To test whether the hypothesized changes might encounter organizational inertia or resistance from jobholders, multiple correspondence analysis (MCA) was applied to the online survey results. Four types of current and potential jobholders were distinguished according to their explicit attitudes towards hypothesized organizational changes: skeptics, doubtful skeptics, optimists, and doubtful optimists, the latter consisting primarily of emerging adults. Finally, we developed a model of intraorganizational response to the AI contingency based on four theoretical groups of individuals, as determined by the analysis. Our findings showed doubtful optimists to be the most important group, able to set organizational trends and positively influence skeptics and doubtful skeptics. Accordingly, promoters of AI-driven organizational changes are advised to design their communication efforts around emerging adults. As the survey was conducted amid the COVID-19 pandemic, its sociological and managerial implications are relevant to the looming reality of the postpandemic world.

Abstract Many ideas flow into the innovation funnel but only 1 out 3000 becomes a successful new product. There are many variables that interact in this complex process and investors decisions are often based on experience and feeling rather than a comprehensive evaluation of the social, economic and technological factors. The innovation potential, the innovator capability, the accessibility of the technology as well as the social acceptance and the chosen business model are the some of the critical factors of a successful innovation strategy. In the broad sense, a business model is the approach of doing business through which a company can sustain itself and generate profits in the long term. Digital platforms can help manage and facilitate the complexity of value propositions and provide an immediate feedback to the entrepreneur. Creating value is necessary, but not sufficient, for an organization to profit from its business model. It is important to see the whole picture of the business that is why the business models are so important for a good start of the business. However, innovation assessment and business model development sometimes are not an easy task and ICT can make this process easier. Then, the aim of this paper is to explore the role of digital platforms as facilitators for the techno-socio-economic impact assessment and the development of sustainable business models through the analysis of a case study from the EU Horizon 2020 “i3 project”.

The paper describes the Collective Awareness Platform for Sustainability and Social Innovation domain (CAPS) by using an “inside” perspective, as it is based on the research work of a CAPS project entitled IA4SI—Impact Assessment for Social Innovation. The paper first defines Digital Social Innovation as the technological enabled version of Social Innovation and describes CAPS projects consequently. Then, it presents the framework of the quanti-qualitative methodology developed by the IASI project for analysing the impact of CAPS projects. It considers four main areas of impact: social, economic, political and environmental. Each aspect is then articulated in several sub-categories required in order to map a multi-dimensional and internally diversified domain such as CAPS.