Figure 3 - uploaded by Astrid Krenz
Content may be subject to copyright.
Source publication
International comparisons of the development of AI have increasingly been made with the use of composite indexes. These aim to identify countries that are at the forefront of AI and those lagging behind. In this paper, we focus in particular on the talent component related to AI. We analyse a new dataset based on the Global Artificial Intelligence...
Citations
... The generally recognised benefits of AI implementation in organisations refer to: faster, efficient and more comprehensive decision-making process, increased efficiency and better use of resources, cost savings, higher labour productivity, improved customer experience, higher opportunities to innovate, supporting ESG initiatives, etc. (Artificial Intelligence Skills Alliance (ARISA), 2023; Dickens, Krenz and O'Reilly, 2023). At the national level, economic growth, improved efficiency, and competitiveness may be emphasised. ...
... At the national level, economic growth, improved efficiency, and competitiveness may be emphasised. Ethical, responsible, trustworthy, and transparent use of AI are some of the key demands stated in programmatic documents and scientific literature (ARISA, 2023;Dickens, Krenz and O'Reilly, 2023). Furthermore, the risks related to new technologies, in general, and AI, in particular, raise global concerns (Tortoise Media, 2023a). ...
... One of the most significant challenges related to AI in organisations occurs in the human resources area and it refers to AI two-fold debated potential: on the one hand, to reduce jobs by replacing the human factor and, on the other hand, to create jobs and/or increase the efficiency of the human factor and the labour productivity (Dickens, Krenz and O'Reilly, 2023;WEF, 2023) if AI-based solutions and technologies are properly used by skilled staff. The World Economic Forum (WEF, 2023) found a net positive impact of AI on job creation in the near future, CEDEFOP (2023) mentions an organic complementarity between the human factor and AI, and Giraud et al. (2023) show that most of the managerial skills are expected to be enhanced by AI. ...
In order to fully benefit from the advantages induced by artificial intelligence (AI) at the corporate level, business organisations should be well aware of the factors contributing to the proper AI specialisation of their employees. In this context, the present paper aims to examine the role of national culture in supporting the distribution of AI skills and jobs across countries, starting from the theoretical and applied need of carrying out such a study. The investigation is developed by using Hofstede’s model of the six dimensions of national culture and it focusses on a global sample of 44 leading countries regarding their AI talent concentration. For the fulfilment of the assumed objective, multiple linear regression models, accompanied by robust regression and enhanced by beta regression with novel robust estimators, were employed. The achieved results reflect the existence of a connection between national culture and AI skills development across the explored countries. More specifically, the outcomes exhibit the prevalence of a negative, statistically significant, relationship between individualism and AI talent concentration, and a positive, significant connection between long-term orientation and AI skills and jobs concentration. The results are relevant for organisations and managers aiming to support the development of AI skills of their employees by nurturing free communication, group collaboration, teamwork, peer learning, and forward-looking strategic education programmes for adjustment to AI.
