Table 3 Abductive process description... | Emerald Publishing

Table 3

Abductive process description

Observation	Mismatch with OIPT constructs	Abductive inference	Resulting action	Evidence of effect
AI adoption enhanced forecasting capability but created dependency on high-quality data	OIPT addresses task/uncertainty fit but not new data dependencies	Data-related uncertainty requires new behavioral and cognitive constructs	Integrated marketing into forecasting to improve data quality	Cross-functional collaboration improved data quality and alignment
Marketing dept. reluctant to share data due to fear of misinterpretation	OIPT assumes better communication reduces uncertainty	Identified nervousness as a behavioral antecedent to information withholding	Formalized nervousness construct and analyzed its impact	Demonstrated limits of interdepartmental data sharing despite technical tools
Operations dept. misunderstood the reliability of marketing's data	OIPT lacks mechanisms to account for differences in data interpretation	Developed data perception as capability to assess origin and reliability of data	Introduced joint interpretation practices and shared understanding mechanisms	Improved trust, reduced nervousness, enabled better use of shared forecasts
Suppliers misinterpreted forecasts and feared over-adjusting production	OIPT mainly intra-organizational, less on cross-boundary uncertainty	Extended data perception to supply chain context	Organized joint seminars and visits to align interpretation	Supplier trust rebuilt, improved forecast sharing across boundaries

Observation	Mismatch with OIPT constructs	Abductive inference	Resulting action	Evidence of effect
AI adoption enhanced forecasting capability but created dependency on high-quality data	OIPT addresses task/uncertainty fit but not new data dependencies	Data-related uncertainty requires new behavioral and cognitive constructs	Integrated marketing into forecasting to improve data quality	Cross-functional collaboration improved data quality and alignment
Marketing dept. reluctant to share data due to fear of misinterpretation	OIPT assumes better communication reduces uncertainty	Identified nervousness as a behavioral antecedent to information withholding	Formalized nervousness construct and analyzed its impact	Demonstrated limits of interdepartmental data sharing despite technical tools
Operations dept. misunderstood the reliability of marketing's data	OIPT lacks mechanisms to account for differences in data interpretation	Developed data perception as capability to assess origin and reliability of data	Introduced joint interpretation practices and shared understanding mechanisms	Improved trust, reduced nervousness, enabled better use of shared forecasts
Suppliers misinterpreted forecasts and feared over-adjusting production	OIPT mainly intra-organizational, less on cross-boundary uncertainty	Extended data perception to supply chain context	Organized joint seminars and visits to align interpretation	Supplier trust rebuilt, improved forecast sharing across boundaries

Note(s): For each observation the mismatch with OIPT is described together with abductive inference and consequent action. For each of this the evidence of the results is provided