Architectures of Human–AI Collaboration

Domitilla Magni ()
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Domitilla Magni: Catholic University of the Sacred Heart, Department of Economics and Business Management Sciences

Chapter 7 in AI-Driven Business Models, 2026, pp 77-87 from Springer

Abstract: Abstract The transformation of organizational structures precipitated by AI extends well beyond the automation of routine tasks. As AI systems assume increasingly active roles in information processing, pattern recognition, and decision support, they alter the relational architecture through which work is organized, authority is distributed, and coordination is achieved. This chapter examines how AI reshapes organizational design, with particular attention to the emergence of hybrid configurations that integrate human judgment with algorithmic capability. Drawing on theories of socio-technical systems, organizational design, and management cognition, it develops a typology of human–AI interaction models and analyzes the governance mechanisms required to coordinate them effectively. The argument advanced here is that the introduction of AI into organizational architectures does not simply add a new technological layer onto existing structures. It reconfigures the fundamental relations among roles, information flows, and decision rights. Hierarchical authority becomes partially displaced by algorithmic mediation1; professional expertise is augmented but also constrained by computational inference; and organizational boundaries become more permeable as AI enables coordination across previously siloed functions and entities. Understanding these reconfigurations requires both theoretical extension and managerial reorientation.

Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:spr:innchp:978-3-032-35262-0_7

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DOI: 10.1007/978-3-032-35262-0_7

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