This study aims to identify the key challenges and development prospects of AI implementation to enhance business efficiency and ensure sustainable development, providing strategic guidance for organizations to balance technological innovation with responsibility and risk management.
This study aims to identify the key challenges and development prospects of AI implementation to enhance business efficiency and ensure sustainable development, providing strategic guidance for organizations to balance technological innovation with responsibility and risk management.
Evidence is synthesized that GenAI functions most reliably as an augmentation tool that aggregates and structures diverse inputs for human judgment, rather than as an autonomous decision-maker, and that the primary barrier to enterprise value is organizational and workflow integration rather than model capability.
It is argued that HRM must evolve towards a strategic and integrative role, ensuring a balance between technological innovation and employee well-being, and support organizations in adapting HR practices to AI-driven environments while maintaining a human-centered approach and long-term performance.
The reviewed literature indicates that AI alone does not create sustainable competitive advantage; rather, its value depends on complementary organizational resources, process redesign, employee acceptance, governance, and the ability to adapt continuously.
GenAI's current business value is concentrated in augmenting, rather than automating, decision-making, with the strongest evidence for productivity gains among relatively lower-skilled or lower-performing decision-makers, and the mapping of AI capability boundaries within specific decision domains as the central future...
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