Algorithmic decision-making? The user interface and its role for human involvement in decisions supported by artificial intelligence

Abstract

Artificial intelligence can provide organizations with prescriptive options for decision-making. Based on the notions of algorithmic decision-making and user involvement, we assess the role of artificial intelligence in workplace decisions. Using a case study on the implementation and use of cognitive software in a telecommunications company, we address how actors can become distanced from or remain involved in decision-making. Our results show that humans are increasingly detached from decision-making spatially as well as temporally and in terms of rational distancing and cognitive displacement. At the same time, they remain attached to decision-making because of accidental and infrastructural proximity, imposed engagement, and affective adhesion. When human and algorithmic intelligence become unbalanced in regard to humans’ attachment to decision-making, three performative effects result: deferred decisions, workarounds, and (data) manipulations. We conceptualize the user interface that presents decisions to humans as a mediator between human detachment and attachment and, thus, between algorithmic and humans’ decisions. These findings contrast the traditional view of automated media as diminishing user involvement and have useful implications for research on artificial intelligence and algorithmic decision-making in organizations.

Counting sleep: Ambiguity, aspirational control and the politics of digital self-tracking at work

“…In this article, we have analysed the kinds of control made possible by digital self-tracking in Encorp. Algorithmic technologies like digital self-tracking may be considered to produce options for managing through data, and the ability to monitor employees is often pointed out (Bader and Kaiser, 2019; Kellogg et al, 2020; Manley and Williams, 2019). While these technologies may be considered to promote a highly rational mode of control, it is also considered a self-disciplinary and normative kind of control (Moore and Robinson, 2016).…”

Activists in the dark: Social media algorithms and collective action in two social movement organizations

“…It is important to note that while algorithmic operations of social media are typically hidden, recent research suggests that social media users are not completely at the mercy of seemingly powerful and manipulating algorithms (Coretti and Pica, 2018). Rather, users are increasingly adapting their technology use by anticipating how algorithms work (Bader and Kaiser, 2019; Bucher, 2017). Nevertheless, as we argue next, the decision-making of algorithms tends to be difficult to grasp, and individual users can only imagine the details of their working (Naggy and Neff, 2015).…”

On the current state of combining human and artificial intelligence for strategic organizational decision making

“…Researchers define AI literacy as a profound understanding of the technology and its possibilities and limitations, which according to Whittle et al (2019) is often missing. To increase AI literacy, scholars have argued that the involvement of the employees who will be affected by AI integration, rather than only top management, is crucial, as acceptance differs across levels (Kolbjørnsrud et al 2017;Bader et al 2019). Stakeholders have been found to necessarily gain a sense of ownership, and by familiarizing themselves with the technology and actively being part of the integration, they are able to define their role.…”

“…Therefore, according to the literature, education and training constitute a highly important task (Kolbjørnsrud et al 2017;Watson 2017). The authors such as Migliore and Chinta (2017), Bader et al (2019) and Whittle et al (2019) recommend analyzing which capabilities are needed by which employee to leverage the technology's potential, thereafter enabling each individual to successfully work with AI for assigned tasks. This also implies that executives need to guide employees through this process, based on their own literacy and understanding of the technology (Kolbjørnsrud et al 2017;Watson 2017;Whittle et al 2019).…”

“…Scholars, however, emphasize the importance of being aware that with an integration of AI into the strategic decision-making process, the human role is expected to change. This means a shift in responsibility, which simultaneously requires a focus on other skills (Kolbjørnsrud et al 2017;Bolton et al 2018;Bader et al 2019;Klumpp and Zijm 2019). Therefore, researchers suggest that employees and managers alike should engage in training those capabilities that AI does not possess, such as empathy, creativity, and emotions (Parry et al 2016;Jarrahi 2018;Terziyan et al 2018;von Krogh 2018;Schneider and Leyer 2019).…”