AI-Driven Knowledge Management Processes, Volume 1: Strategies for the Modern Business Landscape
Edited by
Meir Russ;
Meir Russ
University of Wisconsin–Green Bay
, USA
Stellenbosch University
, South Africa
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Miltiadis D. Lytras
Miltiadis D. Lytras
The American College of Greece
, Greece
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Status:
Available
Emerald Publishing Limited
ISBN electronic:
978-1-80592-391-6
ISBN print:
978-1-80592-392-3
Publication date:
2026
Citation
2026., AI-Driven Knowledge Management Processes, Volume 1: Strategies for the Modern Business Landscape, Meir Russ, Miltiadis D. Lytras
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Table A1.
GenAI in Organizations.
| Author(s) and Year | Study Focus | Key Findings | Relevance to GenAI Adoption and L&D |
|---|---|---|---|
| Fui-Hoon Nah et al. (2023) | Impact of GenAI on various sectors, including L&D | GenAI is reshaping industries, work roles, and professional fields, enhancing training, content creation, and learning accessibility. | Highlights the widespread adoption of GenAI across organizations and its role in L&D |
| Ooi et al. (2023) | GenAI adoption trends in organizations | GenAI rapidly expands in businesses and public sectors, impacting employee roles and workplace structures. | Supports the argument that GenAI is already in demand in workplaces and transforming organizational dynamics |
| Prasad (2023) | GenAI-driven business models | GenAI may influence new business models and drive innovation in various industries. | Suggests organizational transformation through AI integration and potential shifts in L&D approaches |
| Author(s) and Year | Study Focus | Key Findings | Relevance to GenAI Adoption and L&D |
|---|---|---|---|
| Impact of GenAI on various sectors, including L&D | GenAI is reshaping industries, work roles, and professional fields, enhancing training, content creation, and learning accessibility. | Highlights the widespread adoption of GenAI across organizations and its role in L&D | |
| GenAI adoption trends in organizations | GenAI rapidly expands in businesses and public sectors, impacting employee roles and workplace structures. | Supports the argument that GenAI is already in demand in workplaces and transforming organizational dynamics | |
| GenAI-driven business models | GenAI may influence new business models and drive innovation in various industries. | Suggests organizational transformation through AI integration and potential shifts in L&D approaches |
Table A2.
Organizational Culture.
| Author(s) and Year | Study Focus | Key Findings | Relevance to Organizational Culture and L&D |
|---|---|---|---|
| Chatman and O’Reilly (2016) | Defining and measuring organizational culture | Organizational culture lacks structural validity; norms can be categorized by content, consensus, and intensity. | Provides a structured definition of organizational culture essential for understanding its role in L&D and organizational behavior |
| Li et al. (2021) | Conceptual clarity on organizational culture | Organizational culture remains loosely defined, limiting systematic research. | Highlights the challenge of defining culture in a way that supports L&D initiatives and corporate strategies |
| Martínez-Caro et al. (2020) | Impact of organizational culture on workplace dynamics | Organizational culture influences employee behavior and adaptation. | Demonstrates the connection between organizational culture and how L&D strategies are implemented |
| Koçak and Puranam (2024) | Evolution and impact of organizational culture | Cultural norms evolve over time and affect individual and organizational outcomes. | Supports the argument that understanding cultural norms is critical for effective L&D practices |
| Author(s) and Year | Study Focus | Key Findings | Relevance to Organizational Culture and L&D |
|---|---|---|---|
| Defining and measuring organizational culture | Organizational culture lacks structural validity; norms can be categorized by content, consensus, and intensity. | Provides a structured definition of organizational culture essential for understanding its role in L&D and organizational behavior | |
| Conceptual clarity on organizational culture | Organizational culture remains loosely defined, limiting systematic research. | Highlights the challenge of defining culture in a way that supports L&D initiatives and corporate strategies | |
| Impact of organizational culture on workplace dynamics | Organizational culture influences employee behavior and adaptation. | Demonstrates the connection between organizational culture and how L&D strategies are implemented | |
| Evolution and impact of organizational culture | Cultural norms evolve over time and affect individual and organizational outcomes. | Supports the argument that understanding cultural norms is critical for effective L&D practices |
Table A3.
Technology Adoption Processes in Organizations.
| Author(s) and Year | Study Focus | Key Findings | Relevance to Technology Adoption and GenAI |
|---|---|---|---|
| Martínez-Caro et al. (2020) | Organizational culture’s role in technology adoption | Organizational culture significantly impacts the adoption and effectiveness of new technology. | Demonstrates the importance of cultural alignment in implementing new tech like GenAI |
| Zaineldeen et al. (2020) | User adoption patterns of emerging technologies | Identifies factors influencing user acceptance and resistance to new technologies | Provides insights into how organizations can manage GenAI adoption effectively |
| Dube et al. (2020) | Technology adoption frameworks (TAM, TOE, DOI) | Explores key models explaining technology adoption | Establishes a foundation for understanding how GenAI adoption follows existing tech adoption models |
| Prasad (2023) | GenAI adoption in enterprises | Identifies barriers such as cost, organizational resistance, and lack of norms for GenAI | Highlights the need for structured adoption strategies and resource allocation for GenAI |
| Tolba and Mourad (2011) | The impact of organizational culture on technology adoption | Cultural factors (uncertainty avoidance, individualism) significantly influence innovation acceptance and diffusion in different ways | Provides a framework for understanding how cultural dimensions can be leveraged to accelerate GenAI adoption through targeted strategies for different user segments |
| Author(s) and Year | Study Focus | Key Findings | Relevance to Technology Adoption and GenAI |
|---|---|---|---|
| Organizational culture’s role in technology adoption | Organizational culture significantly impacts the adoption and effectiveness of new technology. | Demonstrates the importance of cultural alignment in implementing new tech like GenAI | |
| User adoption patterns of emerging technologies | Identifies factors influencing user acceptance and resistance to new technologies | Provides insights into how organizations can manage GenAI adoption effectively | |
| Technology adoption frameworks (TAM, TOE, DOI) | Explores key models explaining technology adoption | Establishes a foundation for understanding how GenAI adoption follows existing tech adoption models | |
| GenAI adoption in enterprises | Identifies barriers such as cost, organizational resistance, and lack of norms for GenAI | Highlights the need for structured adoption strategies and resource allocation for GenAI | |
| The impact of organizational culture on technology adoption | Cultural factors (uncertainty avoidance, individualism) significantly influence innovation acceptance and diffusion in different ways | Provides a framework for understanding how cultural dimensions can be leveraged to accelerate GenAI adoption through targeted strategies for different user segments |
Table A4.
L&D Unit and Managers.
| Author(s) and Year | Study Focus | Key Findings | Relevance to Technology Adoption and GenAI |
|---|---|---|---|
| Sung and Choi (2014) | Impact of L&D on organizational performance | L&D enhances knowledge transfer, engagement, and adaptability. | Supports the role of L&D in fostering continuous learning and innovation |
| Aguinis and Kraiger (2009) | Training investments and innovation | Organizations investing in L&D see increased innovation and problem-solving abilities. | Demonstrates the strategic importance of L&D in driving business growth |
| Tannenbaum et al. (2009) | Establishing a learning culture in organizations | Learning culture promotes knowledge sharing and continuous improvement. | Highlights the long-term benefits of L&D for organizational development |
| Barratt-Pugh et al. (2020) | Evolution of L&D in response to digital transformation | L&D shifted from traditional training to digital learning, especially post-COVID-19. | Shows how technology is reshaping the L&D landscape and learning methodologies. |
| Garavan et al. (2020) | Organizational structure and L&D effectiveness | L&D’s role is shaped by organizational size, structure, and strategic priorities. | Explores factors influencing L&D implementation and challenges in different sectors |
| Martin et al. (2022) | L&D’s impact on career development | L&D integrates training, career growth, and organizational goals | Connects L&D with broader HR functions and employee career progression |
| Żur and Friedl (2021) | Digital learning adoption in L&D | The COVID-19 pandemic accelerated the use of online tools for corporate learning. | Highlights the necessity of digital transformation in L&D programs |
| Prasad (2023) | Technological adaptation in L&D | Six significant factors influence GenAI adoption in organizations: compatibility, complexity, organizational size, regulatory support, environmental uncertainty, and competition intensity. | Provides a framework for understanding barriers and enablers to GenAI adoption in an organizational context |
| Author(s) and Year | Study Focus | Key Findings | Relevance to Technology Adoption and GenAI |
|---|---|---|---|
| Impact of L&D on organizational performance | L&D enhances knowledge transfer, engagement, and adaptability. | Supports the role of L&D in fostering continuous learning and innovation | |
| Training investments and innovation | Organizations investing in L&D see increased innovation and problem-solving abilities. | Demonstrates the strategic importance of L&D in driving business growth | |
| Establishing a learning culture in organizations | Learning culture promotes knowledge sharing and continuous improvement. | Highlights the long-term benefits of L&D for organizational development | |
| Evolution of L&D in response to digital transformation | L&D shifted from traditional training to digital learning, especially post-COVID-19. | Shows how technology is reshaping the L&D landscape and learning methodologies. | |
| Organizational structure and L&D effectiveness | L&D’s role is shaped by organizational size, structure, and strategic priorities. | Explores factors influencing L&D implementation and challenges in different sectors | |
| L&D’s impact on career development | L&D integrates training, career growth, and organizational goals | Connects L&D with broader HR functions and employee career progression | |
| Digital learning adoption in L&D | The COVID-19 pandemic accelerated the use of online tools for corporate learning. | Highlights the necessity of digital transformation in L&D programs | |
| Technological adaptation in L&D | Six significant factors influence GenAI adoption in organizations: compatibility, complexity, organizational size, regulatory support, environmental uncertainty, and competition intensity. | Provides a framework for understanding barriers and enablers to GenAI adoption in an organizational context |
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