Digital Transformation In HRM: A Study of AI Adoption, Managerial Response and Organizational Culture

Abstract

This study examines the transformative nature of Artificial Intelligence (AI) in Human Resource Management (HRM) with an eye on the mutual relationships between technology, managerial response and organizational culture. The paper addresses the question of whether AI in HR is oversold, underpromised, or simply implemented in the HR field in reality with the help of a conceptual and literature-based qualitative research approach. It measures the efficiency of the use of such applications as recruitment, analytics of performance, and learning platforms, as well as overcoming ethical and cultural obstacles. Managerial behavior, including advocacy, and resistance is evaluated as an important predictor of the adoption outcomes. Also, organizational culture is considered in terms of its ability to facilitate or impede technological change with the emphasis on trust, openness, and cooperation. Results emphasize that effective AI implementation in HR cannot be limited only to tools, but, instead, it should be aligned strategically with the preparedness of the leadership, workforce flexibility, and the favorable cultural environment. The research offers a model of enablers and barriers that can help HR leaders, who are interested in striking the right balance between innovation and human-centric values. The paper finishes with the request of ethical, inclusive, and adaptive AI approaches to maintain long-term change in HR ecosystems.