Tensions in the transition of Human-AI Collaboration: A Case Study of the Nordic Renewable Energy Sector

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dc.contributor.authorMohanty, Pooja
dc.contributor.authorGrundstrom, Casandra
dc.contributor.authorMonteiro, Eric
dc.contributor.authorZhang, Zhenyou
dc.date.accessioned2023-12-26T18:35:59Z
dc.date.available2023-12-26T18:35:59Z
dc.date.issued2024-01-03
dc.identifier.doi10.24251/HICSS.2024.030
dc.identifier.isbn978-0-9981331-7-1
dc.identifier.otherb620eba5-4c5c-43f7-bcfa-db93aeac6bfe
dc.identifier.urihttps://hdl.handle.net/10125/106405
dc.language.isoeng
dc.relation.ispartofProceedings of the 57th Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectAI and the Future of Work
dc.subjectdigital transformation
dc.subjectethnography
dc.subjecthuman-ai collaboration
dc.subjecttensions
dc.subjectwork practices
dc.titleTensions in the transition of Human-AI Collaboration: A Case Study of the Nordic Renewable Energy Sector
dc.typeConference Paper
dc.type.dcmiText
dcterms.abstractThe increasing trends of developing and using artificial intelligence (AI) in organizations and industries are not without consequence to work practices. Theoretical suggestions for humans to collaborate with AI clash with the empirical studies, which highlight problems with implementing and using AI systems. We investigate this phenomenon through the practice lens of tensions in a Nordic renewable energy organization’s digital transformation (DT) effort. Following an ethnographic case study, we uncover four tensions felt by experts across knowledge boundaries, in group collaboration settings, disrupting normal work practices and taxing additional organizational resources. Through these tensions, we reflect on the softer and less dramatic changes and dynamics of human-AI collaboration for emerging work practices and DT in an organizational setting.
dcterms.extent10 pages
prism.startingpage257

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