The nature of technologies that are recognised as Artificial Intelligence (AI) has continually changed over time to be something more advanced than other technologies. Despite the fluidity of understanding of AI, the most common theme that has stuck with AI is ‘human-like decision making’. Advancements in processing power, coupled with big data technologies, gave rise to highly accurate prediction algorithms. Analytical techniques which use multi-layered neural networks such as machine learning and deep learning have emerged as the drivers of these AI-based applications. Due to easy access and growing information workforce, these algorithms are extensively used in a plethora of industries ranging from healthcare, transportation, finance, legal systems, to even military. AI-tools have the potential to transform industries and societies through automation. Conversely, the undesirable or negative consequences of AI-tools have harmed their respective organisations in social, financial and legal spheres. As the use of these algorithms propagates in the industry, the AI-based decisions have the potential to affect large portions of the population, sometimes involving vulnerable groups in society. This chapter presents an overview of AI’s use in organisations by discussing the following: first, it discusses the core components of AI. Second, the chapter discusses common goals organisations can achieve with AI. Third, it examines different types of AI. Fourth, it discusses unintended consequences that may take place in organisations due to the use of AI. Fifth, it discusses vulnerabilities that may arise from AI systems. Lastly, this chapter offers some recommendations for industries to consider regarding the development and implementation of AI systems.
Sharma, M. and Biros, D. (2021), "AI and Its Implications for Organisations", Lee, Z.W.Y., Chan, T.K.H. and Cheung, C.M.K. (Ed.) Information Technology in Organisations and Societies: Multidisciplinary Perspectives from AI to Technostress, Emerald Publishing Limited, Bingley, pp. 1-24. https://doi.org/10.1108/978-1-83909-812-320211001
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