Aligning HRM and artificial intelligence for innovation: insights from the aviation industry

Abstract

Purpose This study aims to examine the relationship between employee creativity and employee-oriented human resource management (EOHRM) in artificial intelligence (AI)-enabled workplaces. It examines the mediating role of AI–employee collaboration (AEC), playful work design (PWD) and the moderating role of AI empathy, based on the resource-based view (RBV) and dynamic capability theory. Design/methodology/approach In total, 302 workers in Vietnam’s aviation sector participated in a quantitative, cross-sectional study. To evaluate a moderated mediation model, data were examined using partial least squares structural equation modeling (PLS-SEM). Findings The results demonstrate that EOHRM significantly enhances employee creativity. This relationship is mediated by AEC and PWD, suggesting that these mechanisms are important pathways by which EOHRM promotes creative outcomes. Furthermore, AI empathy moderates these mediating effects, amplifying the positive influence of EOHRM on creativity when AI systems exhibit empathetic traits. Practical implications Organizations that want to foster innovation in an AI environment should prioritize EOHRM practices that build trust and psychological safety. Managers should design AI systems that facilitate collaboration and incorporate empathy features to support positive human–AI interactions. Encouraging creative job design can further enhance employees’ intrinsic motivation to innovate. Originality/value This study integrates the human resource management and AI literatures by conceptualizing EOHRM as both a strategic resource and a dynamic capability in fostering innovation. This study provides new insights into how sociotechnical systems can be designed to sustain innovation in highly regulated and technology-intensive industries.

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