Human- AI collaboration and Talent Management
1Dr. Mariah Tahseen, 2 Safia Jabeen
1Associate Professor, Shadan Institute of Management Studies,
Mail id: dr.mariah.tahseen@gmail.com
2 Student, Shadan Institute of Management Studies,
Mail id: safiyajabeen26@gmail.com
ABSTRACT
The rapid rise of artificial intelligence (AI) poses significant challenges to the traditional resource-based view of strategic talent management, which assumes that sustainable competitive advantage is derived from acquiring, developing, and retaining valuable, rare, inimitable, and non-substitutable (VRIN) human talent. AI-driven automation increasingly devalues certain human skills, while the low replication cost of AI technologies erodes technological differentiation, creating a competitive advantage paradox. Addressing this challenge, this article develops a conceptual framework of human–AI collaboration and sustainable competitive advantage grounded in human resource management and workforce analytics perspectives. The paper argues that sustainable advantage does not arise from human talent or AI in isolation, but from a higher-order human–AI dynamic collaborative capability that enables organizations to continuously configure and reconfigure human expertise and AI systems. This capability operates through three interrelated mechanisms—collaborative sensing, collaborative seizing, and collaborative transforming—which jointly enhance employee development and strategic decision-making. Furthermore, the framework identifies key boundary conditions influencing this capability through a technology–organization–environment (TOE) lens, including AI plasticity, actor-oriented architecture, and environmental uncertainty. By reframing talent management in the AI era, this study provides a conceptual foundation for leveraging human–AI collaboration to achieve sustainable competitive advantage.
Keywords: Artificial Intelligence (AI), Strategic Talent Management, Human–AI Collaboration, Technology–Organization–Environment (TOE)
