GenAI

The governance of generative artificial intelligence (GenAI) usage is often described as a formalized reporting system. This neglects the early-stage mechanisms of coping with ethical challenges during the GenAI implementation period. Exploratory empirical findings from the Ruhr area reveal that managerial communicative practices serve as a substitute for missing institutional structures, particularly at an early stage of GenAI implementation in SMEs.

Compared to traditional AI systems, generative artificial intelligence (GenAI) introduces user-dependent characteristics that create unique challenges for AI governance in organizations. These challenges are particularly tied to human factors, such as employee attitude, awareness, and skills, which are often neglected by existing governance frameworks. This qualitative case study examines how a manufacturing organization implemented GenAI governance mechanisms to foster the responsible use of this technology. The findings reveal that organizations should adopt a holistic approach, combining structural, procedural, and relational mechanisms to address employee-related aspects of GenAI governance. As a result, this study contributes to the growing field of GenAI governance and provides practical insights for its responsible use in organizations.