Collaborative Artificial Intelligence and the Transformation of Management Practices: Between Efficiency Gains and the Danger of Disembodied Management
Ammari, Zaynab
Collaborative Artificial Intelligence and the Transformation of Management Practices: Between Efficiency Gains and the Danger of Disembodied Management - 2025.
97
This paper explores the transformations brought about by the integration of collaborative artificial intelligence (CAI) into management methods. In contrast to man-machine substitution scenarios, CAI offers augmented collaboration, where human intuition is combined with algorithmic processing power. This encourages optimized decision-making, the delegation of repetitive tasks and a refocusing on higher value-added activities. However, this development is accompanied by the risk of management dehumanization, marked by a loss of responsibility, standardization of interactions and a dilution of the human link. The study is based on a qualitative methodology, combining interviews and case studies, and mobilizes several theoretical approaches (augmented management, algorithmic delegation, critique of digital management). The anticipated results point to the emergence of new hybrid managerial profiles and strong ethical tensions. The aim is to create a sustainable form of managerial governance, combining technological efficiency and relational humanism.
Collaborative Artificial Intelligence and the Transformation of Management Practices: Between Efficiency Gains and the Danger of Disembodied Management - 2025.
97
This paper explores the transformations brought about by the integration of collaborative artificial intelligence (CAI) into management methods. In contrast to man-machine substitution scenarios, CAI offers augmented collaboration, where human intuition is combined with algorithmic processing power. This encourages optimized decision-making, the delegation of repetitive tasks and a refocusing on higher value-added activities. However, this development is accompanied by the risk of management dehumanization, marked by a loss of responsibility, standardization of interactions and a dilution of the human link. The study is based on a qualitative methodology, combining interviews and case studies, and mobilizes several theoretical approaches (augmented management, algorithmic delegation, critique of digital management). The anticipated results point to the emergence of new hybrid managerial profiles and strong ethical tensions. The aim is to create a sustainable form of managerial governance, combining technological efficiency and relational humanism.
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