Examining the Role of AI-Augmented HRM for Sustainable Performance: Key Determinants for Digital Culture and Organizational Strategy

Round 1

Reviewer 1 Report

Comments and Suggestions for Authors

The article explores the role of AI-enhanced HRM for sustainable HRM processes. On the basis of well-processed theoretical data, 5 hypotheses on the mutual influence of individual factors on HRM processes are developed: Digital culture, Organizational strategy, AI-augmented HRM and Sustainable organizaional performance.

This study highlights the ability of an organization to integrate DC, OS and AIHRM to achieve SOPs in the digital era. The methodology for testing hypotheses about mutual influence and creating a Structural Model Fit Test is relevant to the expected results. A key finding is that organizations are seeking process innovation in DC and OS to achieve SOPs with AI-enhanced HRM.

Suggestion:

Table 1 is not designed correctly. Does it talk about the profile of the analyzed organizations? Why are different AI tools used in the table? (the number does not match the number of organizations// confusing).

 

 

 

Author Response

Comments 1: The article explores the role of AI-enhanced HRM for sustainable HRM processes. On the basis of well-processed theoretical data, 5 hypotheses on the mutual influence of individual factors on HRM processes are developed: Digital culture, Organizational strategy, AI-augmented HRM and Sustainable organizational performance.

Responses 1: Thank you for acknowledging the relevance of our study and the development of hypotheses based on a well-grounded theoretical framework. We appreciate your recognition of the systematic approach taken to explore the relationships among Digital Culture, Organizational Strategy, AI-augmented HRM, and Sustainable Organizational Performance. This feedback reinforces the value of our research in contributing to the understanding of AI-enhanced HRM processes and their role in achieving sustainability.

Comments 2: This study highlights the ability of an organization to integrate DC, OS and AIHRM to achieve SOPs in the digital era. The methodology for testing hypotheses about mutual influence and creating a Structural Model Fit Test is relevant to the expected results. A key finding is that organizations are seeking process innovation in DC and OS to achieve SOPs with AI-enhanced HRM.

Responses 2: Thank you for your thoughtful comments and recognition of the study’s focus on integrating Digital Culture, Organizational Strategy, and AI-augmented HRM to achieve Sustainable Organizational Performance in the digital era. We appreciate your acknowledgment of the methodological rigor in testing hypotheses and the relevance of the Structural Model Fit Test to the study's objectives. Your observation regarding the importance of process innovation in Digital Culture and Organizational Strategy to achieve SOPs with AI-enhanced HRM aligns closely with our findings, and we are glad this key aspect was effectively conveyed in the manuscript.

Comments 3: Suggestion: Table 1 is not designed correctly. Does it talk about the profile of the analyzed organizations? Why are different AI tools used in the table? (the number does not match the number of organizations// confusing).

Responses 3: We appreciate your comment and following suggestion have made change in the manuscript:

For the better clarity the title of subtitle of the section 3 has been updated to "3.4 Demographic Information of the Employees." (See line 513). You are absolutely correct that the numbers do not match the total number of respondents. If you notice, there is a footnote marked with an asterisk (***) below the table stating, “A single respondent used to utilize multiple AI tools.” This discrepancy occurs because respondents had the option to select multiple AI tools if they used more than one simultaneously.

To eliminate any confusion, we have revised Table 1 with the title “Demographic profile of the respondents” and clarified the information within the table [see line 528]. Specifically, we have labeled the relevant section as AI Tools Used by the Respondents and added the note below the table as follows:
“Note: ***A single respondent used to utilize multiple AI tools.” [see line 529]

Reviewer 2 Report

Comments and Suggestions for Authors

 

Dear authors,

I have read your paper with great interest.

The manuscript it is focused on an important current issue which HRM department sare struggling these days: the major impact of AI at work place and more specific,  the influence of digital culture and organizational strategy on AI-augmented HRM and sustainable performance.

Topic originality and relevance to the field

Based on the variety of  factors which contribute to the integration of IT and HRM, resulting in AI-augmented HRM (technological evolution, social media, organizational culture, competitive pressure, the pursuit of competitive advantages, strategic choices for sustainability etc.), the results  of the research proved that digital culture has insignificant effect on AI-augmented HRM and organizational strategy has a significant effect on AI-augmented HRM.

 

Research Methods and analysis

This research used structural equation modeling (SEM) approach  to analyze the research model with RBV and dynamic capabilities view.

219 sample data was gathered from 31 employees associated with HRM-oriented activities in Bangladesh, where SPSS and AMOS soft-32 ware have been used to test the SEM model.

The study 24 utilized a quantitative approach, collecting data from 239 employees

The content of analysis, are well drawn and described.

 

Discussion and conclusions

Results, Discussions and Conclusions are clearly formulated.

Limitations and future directions of the research are clearly presented.

Author Response

Comments 1: Dear authors,

I have read your paper with great interest.

The manuscript it is focused on an important current issue which HRM department are struggling these days: the major impact of AI at work place and more specific, the influence of digital culture and organizational strategy on AI-augmented HRM and sustainable performance.

Responses 1: Thank you for your encouraging feedback and for recognizing the importance of our research topic. We are pleased that the manuscript aligns with current challenges faced by HRM departments and addresses critical aspects of AI’s influence in the workplace. Your acknowledgment of the relevance and focus of the study reinforces its contribution to the ongoing discourse in this field.

Comments 2: 

Topic originality and relevance to the field

Based on the variety of  factors which contribute to the integration of IT and HRM, resulting in AI-augmented HRM (technological evolution, social media, organizational culture, competitive pressure, the pursuit of competitive advantages, strategic choices for sustainability etc.), the results  of the research proved that digital culture has insignificant effect on AI-augmented HRM and organizational strategy has a significant effect on AI-augmented HRM.

Responses 2: Thank you for recognizing the originality and relevance of our research topic. We appreciate your acknowledgment of the factors contributing to AI-augmented HRM and the key findings regarding the roles of Digital Culture and Organizational Strategy. We are glad the study’s insights and results align with the expectations of the field, and no changes are needed in this regard.

Comments 3: Research Methods and analysis

This research used structural equation modeling (SEM) approach to analyze the research model with RBV and dynamic capabilities view.

219 sample data was gathered from 31 employees associated with HRM-oriented activities in Bangladesh, where SPSS and AMOS soft-32 ware have been used to test the SEM model.

The study 24 utilized a quantitative approach, collecting data from 239 employees

The content of analysis, are well drawn and described.

Discussion and conclusions

Results, Discussions and Conclusions are clearly formulated.

Limitations and future directions of the research are clearly presented.

Responses 3: Thank you for your positive feedback regarding the research methods, analysis, discussion, and conclusions. We appreciate your recognition of these elements as clear and well-formulated. Based on your comments, we have retained these sections unchanged, ensuring they reflect the key findings and contributions of the study.

Additional clarification: Since the reviewers have given positive feedback to all areas, we didn't entirely change the conclusion section against the checkbox marked as "Can be improved." for the question of "Are the conclusions thoroughly supported by the results presented in the article or referenced in secondary literature?". However, some new sentences have added lines 778-782, "Although the findings provide useful insights into the role of digital culture and organizational strategy in AI-augmented HRM and SOP, they are specific to the Bangladeshi context. Further research is recommended to validate these relationships in other developing countries to enhance the generalizability of the results." 

Reviewer 3 Report

Comments and Suggestions for Authors

Dear Authors,

The topic of the manuscript is important and timely, and it was a pleasure to read and review the text. The great strength of the manuscript is its topic. In addition, I noticed that you used a large piece of literature that is relevant and well related to your research.

The structure of the article allows for drawing conclusions regarding the links between organizational strategy, sustainable organizational performance, digital culture and AIHRM.

Regardless, I propose the following corrections:

- Clarify the description of the research methodology. The aim of the study is written only in the Abstract and Introduction - in a similar but not identical way. You have a separate methodological section and you describe the research method in it without stating the aim. While reading, I had to guess a bit what you had planned.

The aim of this study is to explore the influence of digital culture and organizational strategy on AI-augmented HRM and sustainable performance (SP), including the mediating role of AI-augmented HRM among the prescribed interrelationships. (Abstract lines 28-31). Clearly formulated I think.

This study aims to address the previous research gap by empirically testing and determining the impact of digital culture and organizational strategy on AI-augmented HRM and its impact on SOP in developing countries. (Introduction lines 134-136). Consider whether you can make conclusions about all developing countries when you only examine Bangladesh.

- Although the topic is new, it is currently being hotly debated in the literature - your article joins that discussion. I think you are being a bit too "harsh" in emphasizing the contribution of this article. In particular, I have in mind lines 436-455. There are many articles on similar topics in the literature, e.g. Artificial intelligence‐driven sustainable development: Examining organizational, technical, and processing approaches to achieving global goals; Harnessing the power of artificial intelligence (AI): a paradigm shift in HRM.  In addition, you are examining 219 surveys, and you are drawing conclusions for the entire employment (approx. 71 million employees) - did I understand correctly? I think this is a major limitation of the study - which you do not mention.

- The entire text needs to be re-edited. There are many repetitions in the text, e.g. AI is used in recruitment, training, etc.

Ia m counting on a quick correction of the manuscript and an interesting justification.

Kind regards,

Author Response

Comments 1: 

Dear Authors,

The topic of the manuscript is important and timely, and it was a pleasure to read and review the text. The great strength of the manuscript is its topic. In addition, I noticed that you used a large piece of literature that is relevant and well related to your research.

The structure of the article allows for drawing conclusions regarding the links between organizational strategy, sustainable organizational performance, digital culture and AIHRM.

Responses 1: Thank you for your kind words and for recognizing the importance and timeliness of our research topic. We are pleased that the manuscript’s structure and literature review were well-received and that the connections between organizational strategy, sustainable performance, digital culture, and AI-augmented HRM were clear. Your positive feedback further strengthens our confidence in the relevance and contribution of the study to the field.

Comments 2: The aim of this study is to explore the influence of digital culture and organizational strategy on AI-augmented HRM and sustainable performance (SP), including the mediating role of AI-augmented HRM among the prescribed interrelationships. (Abstract lines 28-31). Clearly formulated I think.

Responses 2: Thank you for your positive feedback on the formulation of the study's aim. We are pleased that you found the aim of the study clearly articulated. We believe that this clarity is crucial in guiding the reader through the research objectives and the interrelationships explored in the study. We have rewritten the suggested modification [Line-28-31],"This study aims to explore the influence of digital culture and organizational strategy on AI-augmented HRM and SOP, focusing on the mediating role of AI-augmented HRM in these relationships."

Comments 3: This study aims to address the previous research gap by empirically testing and determining the impact of digital culture and organizational strategy on AI-augmented HRM and its impact on SOP in developing countries. (Introduction lines 134-136). Consider whether you can make conclusions about all developing countries when you only examine Bangladesh.

Responses 3: Thank you for your thoughtful comment. We acknowledge that the study focuses specifically on Bangladesh, and we appreciate your concern regarding the generalization of the findings to all developing countries. To address this, we have revised the manuscript [line 132-136],"This study aims to address the previous research gap by empirically testing and determining the impact of digital culture and organizational strategy on AI-augmented HRM and SOP in the context of Bangladesh. While the findings are specific to this context, they may offer valuable insights for understanding similar trends in other developing countries. ", to clarify that the findings are specific to the Bangladeshi context, and we have highlighted this limitation in the discussion [Line 697-702], "Overall, the findings of this study are grounded in the context of Bangladesh, a developing country with unique cultural, organizational, and economic characteristics. While these results provide valuable insights into the interplay between digital culture, organizational strategy, and AI-augmented HRM, they should be interpreted with caution when applied to other developing countries. Future research could extend this investigation to other nations to examine whether these relationships hold across diverse contexts.", and conclusion sections [Lines 778-782], "Although the findings provide useful insights into the role of digital culture and organizational strategy in AI-augmented HRM and SOP, they are specific to the Bangladeshi context. Further research is recommended to validate these relationships in other developing countries to enhance the generalizability of the results.". While the study provides valuable insights for other developing countries, we emphasize that further research in diverse contexts is needed to validate and expand upon these results.

We hope this clarification enhances the accuracy of the manuscript’s conclusions. 

Comments 4:  - Although the topic is new, it is currently being hotly debated in the literature - your article joins that discussion. I think you are being a bit too "harsh" in emphasizing the contribution of this article. In particular, I have in mind lines 436-455. There are many articles on similar topics in the literature, e.g. Artificial intelligence‐driven sustainable development: Examining organizational, technical, and processing approaches to achieving global goals; Harnessing the power of artificial intelligence (AI): a paradigm shift in HRM.  In addition, you are examining 219 surveys, and you are drawing conclusions for the entire employment (approx. 71 million employees) 

• did I understand correctly? I think this is a major limitation of the study - which you do not mention.

Responses 4: Thank you for your thoughtful feedback and for pointing out the issue with the emphasis on the contribution of this study. We agree that while the topic is important, it is part of an ongoing discourse in the literature, and we appreciate your observation about the tone in the manuscript. To address your concern:

1. Revised Emphasis on Contribution:
   We have revised the section between lines 445-449 (in revised manuscript, "this study objective is to explore the influence of digital culture and organizational strategy on AI-augmented HRM and SOP, focusing on the mediating role of AI-augmented HRM in these relationships. This aim informs the selection of the research design, data collection methods, and analytical approach described below. ") to soften the language and provide a more balanced view of the study’s contribution. We now acknowledge the growing body of research in this area while highlighting the specific insights our study provides for the context of Bangladesh.
2. Clarification on Generalization:
   Regarding the generalization of conclusions for the entire workforce (approx. 71 million employees), we agree with your concern. The study examines 219 surveys from employees in Bangladesh, and the findings should not be generalized to the entire global workforce. We have added a discussion on the limitations of the sample size and geographical focus, and we emphasize that the results are context-specific. We also suggest that further research is needed to validate these findings in other developing countries. [Line 758-764, "Overall, it is important to note that while the study offers valuable insights, the sample size of 219 surveys from employees in Bangladesh does not represent the entire workforce of developing countries, let alone the global workforce of approximately 71 million employees. The findings are specific to the Bangladeshi context, and further research with larger, more diverse samples across different regions and industries would help strengthen the generalizability of these results."]

We hope these revisions address your concerns and clarify the manuscript’s contribution and limitations.

Comments 5: - The entire text needs to be re-edited. There are many repetitions in the text, e.g. AI is used in recruitment, training, etc.

Responses 5: Thank you for pointing out the issue with repetition in the manuscript. We appreciate your feedback and have carefully reviewed the text to address this concern. We have removed the redundant mentions of AI applications in recruitment, training, and other HRM processes. These points have been consolidated to avoid unnecessary repetition and ensure the text remains concise and clear.
In the revised version, we have grouped the various AI applications under broader categories to present a more streamlined and focused narrative. This will help improve readability and strengthen the manuscript’s overall structure.
We hope that these revisions meet your expectations and contribute to the clarity and flow of the text.

Comments 6: I am counting on a quick correction of the manuscript and an intriguing justification.

Responses 6: Thank you for your patience and for highlighting the importance of a timely revision. We have made the necessary corrections to address the issues of repetition, particularly regarding the various applications of AI in HRM processes. The text has been revised to streamline the narrative and ensure that the key points are presented clearly and concisely.

We hope the revised manuscript meets your expectations and effectively addresses the issues you raised. We are confident that these improvements will enhance the clarity and impact of the study.

Round 2

Reviewer 3 Report

Comments and Suggestions for Authors

Dear Authors,

Thank you for your corrections and replies.

The article was already very well written. Your corrections only improved the text. I regret that you did not correct the methodological part, I still miss a clearly outlined study design - but this is not a complaint, rather a comment. Maybe review this part of the article before final submission.

It is important that you introduced restrictions on the results - your correction significantly improved the Discussion section.

I recommend the article for publication.

Kind regards,