A Meta-Synthesis of Human-AI Collaboration in Modern Organizations

Abstract

Purpose This study examines the emerging phenomenon of human–AI collaboration in modern organizations. Although artificial intelligence has been increasingly integrated into organizational processes, existing knowledge remains fragmented across disciplines, sectors, and technological contexts. This study aims to synthesize the existing literature and develop a comprehensive conceptual framework that explains how human and AI capabilities interact to create organizational value in contemporary business administration.

Methods A qualitative meta-synthesis approach was employed to integrate findings from prior studies on human–AI collaboration, AI adoption, digital transformation, governance, human resource management, education, knowledge management, and innovation ecosystems. Relevant studies were systematically identified, screened, coded, and synthesized following established meta-synthesis procedures. Open coding, thematic synthesis, and cross-study comparison were conducted to identify recurring patterns and construct higher-order conceptual themes.

Findings The synthesis revealed four interrelated dimensions shaping effective human–AI collaboration: Human Capability, AI Capability, Organizational Enablement, and Collaborative Value Creation. Human capability was characterized by critical thinking, creativity, adaptability, ethical reasoning, and decision judgment, while AI capability was associated with data processing, predictive analytics, automation, and knowledge generation. Organizational enablement, including trust, leadership support, governance frameworks, and learning environments, emerged as a critical mediating factor. The interaction among these dimensions contributes to enhanced productivity, innovation, decision quality, organizational agility, and strategic adaptability. Based on these findings, a conceptual framework of human–AI collaboration in business administration was developed.

Research Implications The findings suggest that organizations should approach AI implementation as a collaborative capability-building process rather than a purely technological initiative. The proposed framework provides guidance for researchers, managers, and policymakers in designing human-centered AI ecosystems that support sustainable organizational performance.

Originality This study contributes to the literature by developing an integrated conceptual framework of human–AI collaboration that consolidates fragmented evidence across multiple organizational domains and positions collaborative intelligence as a strategic capability in modern business administration.