Artificial intelligence and organisational change: a social complexity perspective

Purpose This conceptual paper examines what underlies decision-making in generative change processes to explore how generative artificial intelligence (GAI) might shape the future of organisational change. Design/methodology/approach This investigation draws on Snowden and Stanbridge's (2004) social complexity concept, Archer's (1995) morphogenetic/morphostatic explanatory methodology and Mackenzie and Bititci's (2023) social systems-based model for organisational change to explain how structure, culture and agency influence generative change processes in complex adaptive social systems. Findings Both human-based decision-making and machine-based decision-making have roles to play in generative change. This paper proposes that human reflexivity mediates ideas, whereas the material aspects of artificial intelligence (AI) and GAI mediate tasks. The former shapes the change interventions that take place and the latter contributes to their more effective execution. Practical implications In generative change processes, AI and GAI technologies should be focused on tasks that support human-based decision-making. Originality/value This paper explores decision-making in organisational change from a social complexity perspective and identifies the complementary roles of human reflexivity and AI and GAI materiality in delivering emergent outcomes.