Reading: “Artificial Intelligence and Project Management: An Empirical Investigation on the Appropriation of Generative Chatbots” by Felicetti et al., Journal of Innovation & Knowledge (2024).
This article explores how project managers adopt generative AI tools, such as ChatGPT, focusing on the factors that influence their integration. Using Adaptive Structuration Theory (AST), the study identifies three critical elements: Innovation Attitude, Peer Influence, and Task-Technology Fit. The findings show that managers with a high innovation attitude are more likely to use AI creatively, while peer influence plays a key role in overcoming resistance to these tools. Task-technology fit, the article suggests, is essential—AI must align with the specific needs of a project for effective adoption. I’m actively testing all these applications in many areas, including project management. We’ll discuss it later.
I found the insights on unfaithful appropriation fascinating: it suggests that some managers use AI in ways that differ from its intended purpose, unlocking unexpected value. This resonates with what I’ve observed in my workshops with telecom companies—participants often find novel uses for AI tools during training sessions, experimenting beyond the original design.
This reading reinforced the idea that the effectiveness of AI depends not only on the technology itself but also on how creatively it is used. I’ll bring these insights to my future sessions, encouraging participants to explore AI beyond the obvious applications, making it a truly adaptive tool in their management arsenal.