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

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.