From Talent Management to Organizational AI Capability: A Conceptual Framework for AI-Ready Organizations

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@article{1719293,
      author = {Dr. Mohammad Saad Abuhaimed},
      title = {From Talent Management to Organizational AI Capability: A Conceptual Framework for AI-Ready Organizations},
      journal = {Iconic Research And Engineering Journals},
      year = {2026},
      volume = {9},
      number = {12},
      pages = {2967-2979},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1719293.pdf},
      abstract = {Artificial intelligence (AI) technologies are still costing organizations a lot of money, but there remains a critical divide between those that deliver such investment into long-term benefit and those whose efforts fail at the pilot phase. This paper claims that the determining distinction is not the technological one but the organizational one and it finds the answer in how the firms transform their human and talent-related resources into a higher-order Organizational AI Capability (OAIC). Based on the resource-based view, the knowledge-based view, the dynamic capabilities theory, the human capital theory, and the organizational learning theory, we construct a conceptual framework that redefines talent management as an orchestrating organizational capability that creates the learning and knowledge base on which AI capability is based. The framework outlines a sequence of transformation where talent management influences the organizational learning processes and capability to share knowledge that in turn leads to OAIC, which ultimately leads to organizational AI readiness. We develop eight propositions outlining the processes, intermediate routes, and boundary conditions of this change and we discuss why investment in AI technology is neither necessary nor sufficient to achieve AI readiness when the underlying capability architecture is missing. The article is part of the growing body of literature on organizational AI capability by bringing together strategic human-resource and capability views, by defining OAIC as a second-order dynamic capability that has discernible microfoundations, and by explaining why otherwise similar organizations become drastically different in their capacity to become AI-ready. Theory implications, managerial implications and future empirical research implications are discussed.},
      keywords = {Talent Management, Organizational AI Capability, AI Readiness, Dynamic Capabilities, Knowledge Sharing, Organizational Learning, Strategic Human Resource Management, Digital Transformation},
      month = {June},
      doi = {https://doi.org/10.64388/IREV9I12-1719293}
  }