Generative artificial intelligence (GenAI) has had a transformative impact on business, enabling the automation of routine tasks, freeing up employees to focus on more strategic and creative work, while also reducing costs and accelerating time to market.
However, new research from Edith Cowan University (ECU) published in the International Journal of Information Management and funded by the SBL Business Intelligence Research group, has highlighted some of the issues that could be hindering the adoption of these emerging technologies.
GenAI uses large language models to produce content, based on specific prompts provided by its users. It is estimated that by 2027, 35 per cent of projected $297.9 billion AI software spending will target GenAI, up from 8 per cent in 2023.
ECU Associate Professor Laurie Hughes noted that GenAI's rapid adoption raises questions about the evolving role of human input and the organisational readiness to adapt.
"Many organisations are experimenting with GenAI to explore its potential and assess its impact on businesses. Often these systems are used to automate certain functions, or to generate content."
"However, the move beyond experimentation to full-scale integration remains a significant challenge. Our research found that the transition is often hindered by factors such as technological uncertainty, lack of organisational readiness, insufficient governance frameworks, and the complexity of aligning GenAI capabilities with strategic goals. As a result, while exploratory use is becoming widespread, the path to sustainable and value-driven GenAI adoption is far from straightforward."
Dr Hughes said the greatest driver of successful GenAI adoption lies not in the technology itself, but in the mindset and preparedness of the people using it.
"A company's and its employees' willingness to embrace change, being open, adaptable and proactive, plays a crucial role in determining how effectively GenAI is integrated and used."
Dr Laurie Hughes and his ECU co-authors Dr Eden Li and Dr Senali Madugoda Gunaratnege found that fostering this openness to change requires effort at both the organisational and individual levels.
"From the top down, companies can create supportive environments by investing in training, upskilling and cultivating a culture that encourages experimentation and continuous learning. At the same time, individuals can play an active role through shaping their roles to align with their strengths, interests and personal goals, which in turn helps them adapt more effectively to new technologies like GenAI."
"This is consistent with our prior research on the benefits of job crafting as personal resources and highlights the importance of a dynamic skills-development framework to support the workforce in navigating continual technological change," Dr Li said.
The study highlights that successful transformation occurs when both approaches work in tandem: organisations driving structural change while empowering employees to take ownership of their own adaptation.
Dr Hughes noted that the overall, the conversation around GenAI has evolved away from employees being replaced by technology, towards how employees' endeavours can be augmented via AI.
"Our advice to people is to embrace AI as a tool to help you do your job more efficiently and effectively, to augment your capabilities. It's not a magic wand that does everything for you, but when used properly and being fully cognisant of its limitations, AI can streamline everyday tasks and free up time for human creativity and focus on higher-value work."
