How Artificial Intelligence Can be Managed Cultural Industry
1Chatzidimou Triantafillos, 2Ioakimidis Panagiotis
1Laboratory Teaching Staff University of Thessaly, Department of History, Archaeology and Social Anthropology, Volos, Greece; https://orcid.org/0000-0002-1957-3322
2Collaborating Teaching Staff, Hellenic Open University (H.O.U.), Patra, Greece
https://orcid.org/0000-0003-4400-3206
https://doi.org/10.47191/jefms/v8-i1-62
ABSTRACT:
Artificial Intelligence (AI), a multifaceted and dynamic phenomenon, has significantly impacted various aspects of human life, particularly in the realm of business and technology. In the context of the cultural industry and International Human Resource Management (IHRM), AI has ushered in transformative changes that have redefined how organizations manage their creative and human capital across borders (Caldas, M. P., Tonelli, M. J., & Lacombe, B. M. B., 2011). This assessment delves into the intricate relationship between AI, the cultural industry, and IHRM, examining the challenges and opportunities that arise from this interplay. Also, the advent of AI has facilitated the seamless integration of advanced technologies into the cultural industry, creating a highly interconnected and innovative landscape. Consequently, organizations within this industry are compelled to adopt cut-ting-edge AI-driven practices to effectively manage a diverse range of cultural products and services (Arslan, A., Cooper, C., Khan, Z., Golgeci, I., & Ali, I., 2022). Artificial intelligence and human workers interaction at team level: a conceptual assessment of the challenges and potential HRM strategies. This analysis aims to critically evaluate the impact of AI on key cultural industry and IHRM functions, including recruitment and selection, training and development, performance management, and employee relations (Chew, J., 2004). By exploring the complexities and nuances of AI's influence on the cultural industry and IHRM, this assessment seeks to provide a comprehensive understanding of how AI trends shape industry and HR strategies and practices (Gordhan, P., 2007). Further-more, it will highlight the critical competencies required for HR professionals to navigate the challenges posed by AI, ultimately contributing to the success of cultural organizations in a rapidly evolving technological landscape. Finally, a particular focus will be placed on Greece as a case study to illustrate the broader impacts of AI on the cultural industry and IHRM (Stavroulakis, D., 2009). Greece, with its strategic geographical location and rich cultural heritage, presents a unique context for examining how global AI trends influence local cultural and HR practices.
KEYWORDS:
Artificial Intelligence; cultural industry; International Human Resource Management, Greece
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