Beliefs, anxiety and change readiness for artificial intelligence adoption among human resource managers: the moderating role of high-performance work systems

This study examines the change readiness for artificial intelligence (AI) adoption among human resource (HR) managers. In particular, it investigates the effects of the three elements of attitudes (cognitive, affective and behavioural elements) related to the HR managers’ beliefs about AI, their AI anxiety, and their change readiness for AI adoption. The research also seeks to explore the moderating role of high-performance work systems (HPWS) in the relationships between HR ­managers’ beliefs, AI anxiety, and change readiness. Data were obtained from 417 HR managers working in China, with findings indicating that HR managers’ beliefs about AI and their AI anxiety have a significant effect on their change readiness for AI adoption. Specifically, HR managers’ beliefs positively influence their change readiness, while their AI anxiety negatively predicts their change readiness. Our results further highlight that HPWS can attenuate the ­negative effect of AI anxiety on HR managers’ change readiness for AI adoption. The study’s theoretical and practical implications, limitations and directions for future research are also discussed accordingly.