Purpose: Drawing on the Technology-Organization-Environment (TOE) framework, this study investigates how Public Administrations (PAs) can enhance organizational resilience through the integration of Artificial Intelligence (AI) in Human Resource Management (HRM) practices. Design/methodology/approach: Adopting a qualitative and inductive research design, the study combines the analysis of policy and strategy documents with data from four exploratory focus groups and 43 semi-structured interviews with public managers. Findings: The study identifies four mechanisms through which AI enhances resilience in PAs. First, the integration of AI into HRM improves recruitment, training, and performance management. Second, the development of key managerial competencies—including strategic thinking, change management, and emotional intelligence—supports effective AI adoption. Third, overcoming cultural and structural barriers, such as resistance to change and digital skill gaps, enables transformation. Fourth, the use of AI-driven tools strengthens crisis response, operational efficiency, and employee engagement. Together, these mechanisms foster adaptability and long-term resilience, highlighting the strategic role of AI-enabled HRM in the public sector. Practical implications: The findings offer practical recommendations for PA leaders, emphasizing the importance of AI-enabled HRM systems, continuous managerial development, and strategic actions to overcome implementation barriers. These insights provide a comprehensive roadmap for enhancing adaptability, efficiency, and resilience in public sector organizations—encompassing smart investments, leadership development, a supportive work culture, ethical governance, and infrastructure modernization. Originality/value: This study advances the literature on AI adoption in PA by offering a nuanced, empirically grounded perspective on how AI-driven HRM practices and managerial competencies interact to shape organizational resilience.
AI-driven HRM and managerial competencies: Strengthening organizational resilience in Public Administration
del barone, ludovica;de gennaro, davide
;buonocore, filomena
2025-01-01
Abstract
Purpose: Drawing on the Technology-Organization-Environment (TOE) framework, this study investigates how Public Administrations (PAs) can enhance organizational resilience through the integration of Artificial Intelligence (AI) in Human Resource Management (HRM) practices. Design/methodology/approach: Adopting a qualitative and inductive research design, the study combines the analysis of policy and strategy documents with data from four exploratory focus groups and 43 semi-structured interviews with public managers. Findings: The study identifies four mechanisms through which AI enhances resilience in PAs. First, the integration of AI into HRM improves recruitment, training, and performance management. Second, the development of key managerial competencies—including strategic thinking, change management, and emotional intelligence—supports effective AI adoption. Third, overcoming cultural and structural barriers, such as resistance to change and digital skill gaps, enables transformation. Fourth, the use of AI-driven tools strengthens crisis response, operational efficiency, and employee engagement. Together, these mechanisms foster adaptability and long-term resilience, highlighting the strategic role of AI-enabled HRM in the public sector. Practical implications: The findings offer practical recommendations for PA leaders, emphasizing the importance of AI-enabled HRM systems, continuous managerial development, and strategic actions to overcome implementation barriers. These insights provide a comprehensive roadmap for enhancing adaptability, efficiency, and resilience in public sector organizations—encompassing smart investments, leadership development, a supportive work culture, ethical governance, and infrastructure modernization. Originality/value: This study advances the literature on AI adoption in PA by offering a nuanced, empirically grounded perspective on how AI-driven HRM practices and managerial competencies interact to shape organizational resilience.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
