Szervezeti stratégiák az etikus és fenntartható MI-bevezetéshez
DOI:
https://doi.org/10.14267/VEZTUD.2026.11.04Kulcsszavak:
mesterségesintelligencia-irányítás, hármas értékteremtés elmélete, technológia-szervezet-környezet keretrendszer, digitális transzformációAbsztrakt
A mesterséges intelligencia (MI) gyors terjedése felerősítette azokat a vitákat, amelyek az MI kettős szerepét vizsgálják: egyrészt a hatékonyság növelésének hajtóerejeként, másrészt környezeti, társadalmi és etikai kihívások forrásaként. Ezek a kihívások magukban foglalják az adatközpontok növekvő energia- és vízigényét, a hardverekhez kapcsolódó kibocsátásokat és az elektronikai hulladékot, az adatirányítási kockázatokat, a munkaerővel kapcsolatos aggályokat, valamint az egyre fokozódó szabályozói nyomást. Bár a korábbi kutatások kiemelik az MI fenntarthatósági potenciálját, kevesebb az ismeret arról, hogy a szervezetek miként ültetik át az etikai és fenntarthatósági elveket konkrét megvalósítási stratégiákká. A tanulmány a felelős MI-alkalmazást vizsgálja fenntarthatósági korlátok mellett, a technológia-szervezet-környezet (Technology- Organization-Environment, TOE) keretrendszer ESG- és etikai szempontokkal kibővített változatának alkalmazásával, míg az eredmények értelmezéséhez a Triple Bottom Line (TBL) megközelítést használja. Az empirikus eredmények öt, félig strukturált szakértői interjún alapulnak, amelyekben felsővezetők, MI-szakértők és fenntarthatósági szakemberek vettek részt különböző iparágakból és nemzeti kontextusokból. Az eredmények azt mutatják, hogy az MI támogatja a működési hatékonyságot, a prediktív analitikát és a fenntarthatósági teljesítmény nyomon követését, ugyanakkor a felelős alkalmazás nagymértékben függ a szervezeti felkészültségtől, az adatok minőségétől, a munkaerő kompetenciáitól és a megfelelő irányítási struktúráktól.Downloads
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