AI-Driven Organisational Transformation: A Transition-Based Typology and Competency Identification Framework

Marek Jabłoński

doi:10.18290/rns2026.0024

Published : 2026-06-15

Vol. 54 No. 2 (2026)

AI-Driven Organisational Transformation: A Transition-Based Typology and Competency Identification Framework

Marek Jabłoński

https://orcid.org/0000-0002-5464-7147

DOI: https://doi.org/10.18290/rns2026.0024

Abstract

The rapid diffusion of artificial intelligence (AI) across contemporary organisations transforms work structures, decision-making processes and the roles of employees. This article develops a theoretical and methodological framework for identifying and classifying organisational models in the context of AI diffusion in work processes. The analysis is situated within the long-term trajectory of technical progress – specifically the transition from skill-biased change to AI-augmented employee creativity – and draws on the dualistic ontology of management science. A typology of four successive models is proposed – traditional, AI-supported, AI collaboration and cognitive organisation – differing in the degree of AI autonomy, the scope of automation and the required employee competency profiles. The author presents a human-function-based identification matrix comprising six competency domains, evaluated against normative model profiles using mean absolute error as a goodness-of-fit measure. The article concludes by identifying three directions for further research: hybrid human–AI team effectiveness, the moderating role of institutional conditions in AI adoption, and the development of composite AI-maturity indices.

Keywords:

artificial intelligence, organisational models, employee competencies, AI diffusion, human functions, diagnostic framework

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Jabłoński, M. (2026). AI-Driven Organisational Transformation: A Transition-Based Typology and Competency Identification Framework. Roczniki Nauk Społecznych, 54(2), 7–21. https://doi.org/10.18290/rns2026.0024

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