Suchergebnisse

This study examines the research progress on developing human-centred innovation and a learning culture in companies by utilizing Generative AI (GenAI). It means the innovation is not being oriented solely towards technological developments and the market but also improving the human experience. GenAI is a powerful tool for building innovative business models trained on a vast amount of data.

There are bright and dark sides to using GenAI tools, particularly within learning processes, which are research topics of the author. New technologies should serve people, and Human Resources Departments (HR) play a crucial role in leading this change towards a human-centred one. It is not only about adapting; employees, students should be equipped with tools and skills to support/thrive in such innovative changes. GenAI can support and improve the work of teams across the innovation cycle. GenAI's role in innovation is not to take humans out of creative processes but to make them better.

A culture for encouraging learning, particularly a lifelong one to achieve necessary skills and competencies for GenAI-supported workplaces, should be created, not only negative discussions about the workplace transformations and displacements should be done. HR Department, responsible for managing all aspects of the workforce, can help to realize a human-centred transformation of organizations driven by GenAI.

Active engagement, platforms that enable lifelong learning, a free exchange of knowledge, and support for collaboration and idea generation can also contribute to creating a human-centred learning culture.

In this paper, first, the results of the literature review, discussions with HR personnel and students, and semi-structured questionnaires are presented about reasons why innovation fails in organizations. Then, some advantages as well as problems of using GenAI to support a human-centred innovation in companies are given.

Proposals of HR responsible for leading GenAI transformative processes in this context in companies, of trainers, lifelong learners, and author opinion to utilize GenAI opportunities in creating innovative processes and supporting a workforce capable of learning and equipped for the future, are also given. The use of GenAI to create a company learning culture can also serve as a guide to developing policies and practices that leverage the potential of AI to enrich an innovative learning culture, while considering the ethical, psychological, and technological challenges inherent in this endeavour. Future works of the author will focus on developing, together with HR representatives of a framework that emphasizes the need for robust, empirically supported methodologies.